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Instituto Hondureno De Turismo
GW MBA Consulting Practicum Final Report
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The Instituto Hondureno De Turismo
GW MBA Consulting Practicum Final Report
THE GEORGE WASHINGTON UNIVERSITY CONSULTING TEAM
MBA 295 CONSULTING PRACTICUM SUMMER 2003 INSTRUCTORS
Donald Hawkins
Mark Starik
TSTD 282 INTERNATIONAL EXPERIENCE 2003 INSTRUCTOR
Donald Hawkins
Kristin Lamoureux
MBA CONSULTANTS
Miranda Anderson
Jason Chambers
John Diehl
Jason Hendricks
Amber LaCroix
Kathleen Moore
Jake Sperber
MTA CONSULTANTS
Ramon Escudero
Candace Homer
Kazu Ishizaki
Thanaporn Manasrangsi
Kate Maschman
Jodi McKeeman
Rebecca Pearson
Alison Powers
Bradley Weiss
ACCENTURE MENTOR
BRIAN RICH
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Instituto Hondureno De Turismo
GW MBA Consulting Practicum Final Report
TABLE OF CONTENTS
EXECUTIVE SUMMARY ............................................................................................................... 4
1!
Introduction .................................................................................................................. 5
PHASE I ...................................................................................................................................... 6
2!
SAVE Market Analysis .................................................................................................. 6
2.1! SAVE Definitions..............................................................................................................................6
2.2! “The Geotourism Study” .................................................................................................................6
2.3! Primary Research for SAVE Tourists ............................................................................................8
3!
Competitive Positioning ............................................................................................. 10
3.1! Preliminary Comparison of Honduras, Costa Rica, and Belize ...............................................10
3.2! Top Destinations in Central America – Costa Rica and Belize................................................10
3.3! Analysis of SAVE Marketing Strategies for Costa Rica and Belize.........................................11
3.4! Analysis of SAVE Program Itineraries for Costa Rica and Belize...........................................12
3.5! SAVE Best Practices .......................................................................................................................13
3.6! Physical Attributes Characteristics................................................................................................14
4!
Market Access Strategy Recommendations................................................................ 15
4.1! Image Strengthening and Branding ..............................................................................................15
4.2! Public Relations and Relationship Building.................................................................................16
4.3! Marketing Products and Tools ......................................................................................................17
4.4! Budget Details for SAVE Market Access....................................................................................20
PHASE II................................................................................................................................... 23
5!
SAVE Opportunities in Honduras .............................................................................. 23
6!
Regional Analysis........................................................................................................ 24
6.1! Regional Strengths and Opportunities .........................................................................................24
6.2! Regional Issues and Recommendations.......................................................................................24
INDIVIDUAL SITE FINDINGS .................................................................................................... 26
7!
Bay Islands – Cayos Cochinos and Roatan ................................................................ 26
7.1! Strengths and Opportunities..........................................................................................................26
7.2! Issues and Recommendations .......................................................................................................27
7.3! Products ............................................................................................................................................28
8!
La Ceiba ...................................................................................................................... 30
8.1! Strengths and Opportunities..........................................................................................................30
8.2! Issues and Recommendations .......................................................................................................30
8.3! Products ............................................................................................................................................31
9!
Tela.............................................................................................................................. 34
9.1! Strengths and Opportunities..........................................................................................................34
9.2! Issues and Recommendations .......................................................................................................34
9.3! Products ............................................................................................................................................36
10! Recommended Pilot Projects...................................................................................... 38
10.1! Bay Islands – Cayos Cochinos and Roatan .................................................................................38
10.2! La Ceiba.............................................................................................................................................38
10.3! Tela.....................................................................................................................................................39
11! Conclusion .................................................................................................................. 40
12! References ................................................................................................................... 41
APPENDICES ............................................................................................................................ 43
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Instituto Hondureno De Turismo
GW MBA Consulting Practicum Final Report
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Scientific, Academic, Volunteer, and Educational (SAVE) tourists represent an attractive
market, especially in emerging destinations for which they can generate significant positive
“buzz”. Just as the SAVE market helped Costa Rica blossom into a successful tourism
destination, so too could be the case with Honduras, which in many respects has even
greater potential to satisfy this market.
The GW Consulting Team (GW) was contracted by IHT to provide recommendations for
successfully attracting this market to the North Coast and Bay Islands. In the first seven
weeks of the engagement (Phase I), GW conducted market research, which culminated in
the formulation of a detailed marketing plan. Towards this end, GW performed a market
analysis in order to define and better understand the SAVE market, as well as a competitive
analysis in order to determine how competitors such as Belize and Costa Rica are currently
satisfying the SAVE market. While some of the information was obtained through
secondary data, GW also conducted primary research in the form of telephone and E-mail
interviews with many of the principal SAVE organizations in North America. All contacts
were entered into a comprehensive database through which IHT can coordinate its
marketing efforts. After synthesizing the data obtained, recommendations were provided
with regards to image strengthening & branding, public relations, and marketing. Some
examples are the development of North Coast press kits, the creation of a North Coast web
portal, and the organization of meet & greet events for key SAVE consortium networks.
Individual recommendations were itemized and included in a marketing budget that totaled
$201,000.
The next two weeks of the engagement (Phase II) took place at sites on the Honduran
North Coast and Bay Islands (La Ceiba, Tela, and Cayos Cochinos/Roatan), the objective
being to determine gaps in the region’s ability to satisfy the North American save market.
Through a rapid assessment of each site, strengths and strategic issues were identified. Some
of the most important issues identified for the region were the need for a certification or
quality assurance program, insufficient training opportunities, negative perceptions of
security, and a lack of communication between the islands and mainland. Yet perhaps the
most pressing issue was a lack of product diversity, especially with regards to the SAVE
market. As such, GW conducted product development workshops and one-on-one
meetings with local stakeholders in order to stimulate the generation of new product ideas
and help materialize them through the development of preliminary business or marketing
plans. Summaries of the ideas are included in the report and the plans are included in the
Appendix. Finally, GW recommended that IHT fund four separate pilot projects in order to
immediately stimulate tourism in the region. These projects include a birding event in Tela,
a language-exchange program in La Ceiba, a marketing project in Roatan, and a marine
science event on Cayos Cochinos. At $15,000 each, the cost for all four is $60,000, bringing
the total budget recommendation for accessing the North American SAVE market to
$261,000.
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Scientific, academic, volunteer, and educational tourists, which we have identified with the
“SAVE” acronym, have the potential to become an extremely important market niche for
the North Coast and Bay Islands of Honduras. SAVE tourists can be extremely attractive
both for short and long-term tourism development strategies. In the short-term, they can be
induced to visit the destination almost immediately, as their visitation is generally not
dependent upon extensive tourism infrastructure. In terms of long-term strategies, their
visitation can lay the foundation for future tourism through generation of a positive “buzz”
about the destination’s natural and cultural resources. They are also important in the longrun because of their general commitment to sustainable tourism practices.
A good example of the short and long-term benefits that the SAVE market can bring to a
destination has been demonstrated by Costa Rica, which has experienced great success
through effectively promoting to this market niche. Yet, in many ways, Honduras has even
greater potential for accessing this market due to its arguably greater diversity of its natural
and cultural attractions.
The overarching objective of the George Washington University consulting team (GW) is to
help IHT realize its potential to attract the North American SAVE market. Integral to
obtaining this objective was work done both in Washington, DC (Phase I) and on the North
Coast and Bay Islands of Honduras (Phase II). The general goal of Phase I was to devise a
marketing plan for IHT to successfully reach SAVE organizations and individual SAVE
travelers. Specific objectives were to define and analyze the North American save market,
assess Honduras’ competitiveness, and recommend ways to access the SAVE market. The
general goal of Phase II was to assess how well three sites on the North Coast and Bay
Islands (La Ceiba, Tela, and Cayos Cochinos/Roatan) are suited for SAVE tourists and
provide recommendations for filling in any gaps that exist. Specific goals were analyze the
strength and weaknesses of each of the sites through a situation analysis, as well as to
provide local entrepreneurs with assistance in developing products to serve the SAVE
market.
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The basis for successfully accessing the SAVE market is recognizing the characteristics of
these tourists. First, however, these segments must be differentiated and defined. Following
are definitions for each of the SAVE segments.
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Individuals or groups that travel for the purpose of conducting specific research or
observation within fields such as biology, archeology, or anthropology.
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Individuals or groups that travel with the intention of participating in areas of their interest
while gaining credit for school.
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Individuals or groups that travel to participate in specific activities that will contribute to the
betterment of society.
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Individuals or groups that travel to obtain, for personal gratification rather than academic
credit, knowledge or experience within a wide range of activities.
The aforementioned definitions describe the distinct characteristics of each group.
However, it is important to note that there is considerable overlap among these groups, one
of the principle reasons for grouping them together under the SAVE umbrella. One
example of overlap is a scientist who participates in research activities but is also obtaining
academic credit and could therefore also be considered an academic tourist. Another is an
academic tourist learning a foreign language who also volunteers outside of class, in which
case could also be classified as a volunteer tourist.
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In conducting market research, the George Washington consulting team (GW) chose to
focus on the North American SAVE market. Two major reasons were the geographic
proximity and relatively low cost of travel. However, another important consideration was
the size of potential for the SAVE market in North America, as was reinforced through !"#$
%#&'&()*+,$ -'(./. Conducted by The Travel Industry Association of America (TIA) and
National Geographic, the study sought to classify and understand the 154 million American
adults that travel. This was achieved through clustering them into eight distinct groups,
based upon their attitudes towards topics such as culture, heritage, and the environment. Of
the eight clusters, three were found to have characteristics that would classify them as
Geotourists, defined as those who are “concerned with preserving a destination’s geographic
character – the entire combination of natural and human attributes that make one place
distinct from another” (p. 1, Stueve, et al.). (See Appendix 1 for !"#$%#&'&()*+,$-'(./0$$1"2+#$3$
45#6('*7#$ -(,,2)/.) These three clusters are Geo-Savvys, Urban Sophisticates, and Good
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Citizens, which in total represent approximately 55 million of the total 154 million U.S.
travelers. Below are some characteristics of these Geotourists:
(HL!%PVVWO!
(16.3 million travelers)
!! 81% feel their travel experience is better when a destination preserves
its natural, historic, and cultural sites and attractions
!! 84% feel it is important that their visit to a destination not damage its
environment
!! 81% are very/extremely likely to take trips to places where people,
lifestyles, and culture different from theirs can be experienced
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(21.2 million travelers)
!! 77% feel their travel experience is better when a destination preserves
its natural, historic, and cultural sites and attractions
!! 83% feel it is important that their visit to a destination not damage its
environment
!! 75% are very/extremely likely to take trips to places where people,
lifestyles, and culture different from theirs can be experienced
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(17.6 million travelers)
!! 63% feel their travel experience is better when a destination preserves
its natural, historic, and cultural sites and attractions
!! 75% feel it is important that their visit to a destination not damage its
environment
!! 52% are very/extremely likely to take trips to places where people,
lifestyles, and culture different from theirs can be experienced
Given these characteristics, we can surmise that there is a significant degree of overlap
between Geotourists and SAVE tourists. The finding that the Unites States contains 55
million Geotourists indicates that it is an extremely encouraging market in which to reach
SAVE tourists.
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GW MBA Consulting Practicum Final Report
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Although the TIA and National Geographic market research is useful in understanding the
characteristics for Geotourists, it is not exhaustive in covering the specific segment profiles
for SAVE travel. Therefore, GW conducted primary research on a small convenience
sample to begin to develop the market profile and preferences for SAVE tourists. After
compiling a list of tour operators and other SAVE organizations, telephone and e-mail
interviews were conducted. (See Appendix 2 for SAVE Questionnaires for Primary
Research.) The following sections examine the results of the interviews.
!
The starting point for accessing the SAVE market lies in understanding the motivations of
SAVE tourists. We found that scientific tourists are motivated by three basic principles;
contribution through satisfying work, cultural immersion, and gaining “in-the-field”
experience (Global Vision International, personal communication, June 27, 2003).
Consequently, the most popular trips are those of teaching, conservation projects, and
wildlife research. This intrinsic motivation to contribute to science and research makes
travelers within the scientific segment ideal customers for repeat travel.
Academic travelers’ motivation for studying abroad is multi-faceted. Some students wish to
experience cultural immersion in an effort to grasp greater fluency of a language. Other
students wish to study concepts learned in class such as ecotourism, sustainability, new
biological species, or unique architecture. The universal motivation for academic travelers is
earning school credit for first-hand study.
Dr. Stephen Wearing, a senior lecturer in the Leisure, Sport, and Tourism Department at the
University of Technology in Sydney, Austrailia, has published books on volunteer tourism
and has been responsible for over $1.5 million worth of research work. Wearing identified
several motivations that led travelers to a volunteer vacation. In evaluating a case study on
volunteers from the Youth Challenge International organization, Wearing (p. 71) categorized
motivations into the following segments: altruism, travel/adventure, the programme, and
personal growth and timing. More specifically, motivations for volunteer tourists include
being a humanitarian, exploring a new culture, making new friends, experiencing adventure,
and seeing the world.
The primary motivation for educational tourists is their desire to expand upon their existing
knowledge base. These tourists wish to experience a new form of travel, partake in a
fulfilling vacation, and essentially leave from their vacation equipped with the insight needed
to hone a new skill, or better comprehend a unique aspect of their vacation destination (i.e.
culture or fauna).
The GW interviews with various SAVE tourism providers also produced insight into
activities, intangible experiences, and preferences of SAVE tourists in each of the four
segments (see Figure 2.3). (See Appendix 3 for Users Manual for Database of SAVE related
organizations. See enclosed CD for Database.)
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Instituto Hondureno De Turismo
GW MBA Consulting Practicum Final Report
.G\MNH!><@!
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%cientific
!!Collect specimens
!!Observe behavior
!!Monitor water quality
!!Study endangered areas/animals
!!Document cultural activities
!!Legitimate scientific research
!!Hands-on involvement
!!Gained knowledge
!!Community based and local impact
!!Package itineraries (including
transportation, meals, &
accommodations)
!!Participating in leisure activities
!!Meeting fellow travelers
!!Sharing experiences
"cademic
!!Language instruction
!!Research (ecotourism,
sustainability, etc.)
!!Cultural & historical activities
(Garifuna carnival, cooking
lesions, music lessons, etc.)
!!Nightlife
!!Package itineraries
!!Participating in leisure activities
!!Cultural immersion
!!Accommodations with host families
or moderately priced
!!Professional, bi-lingual drivers with
air-conditioning
2olunteer
!!Teaching
!!Conservation
!!Healthcare
!!Research
!!Building
!!Language proficiency
!!Expand world view
!!Independence
!!Experiencing real culture
!!Cultural immersion
!!Accommodations with host family
or group living
!!Participating in leisure activities
$ducational
!!Cooking Lessons
!!Music lesions
!!Various wildlife watching
!!Adventure sports
!!Meeting fellow travelers
!!Sharing experiences
!!Cultural immersion
!!Upscale to moderate
accommodations
!!Participation in leisure activities
Figure 2.3 displays the results for activities sought, intangible experiences, and preferences
for SAVE tourism providers. (See Appendix 3 for Users Manual for Database of SAVE
Related Organizations. See enclosed CD for Database.) It is important to note the overlap
that exists among the SAVE groups. This overlap is useful in determining which marketing
strategies IHT would initially employ.
Now that we have determined who SAVE tourists are, how they prefer to travel, and what
they expect upon arrival to their destination, it is important to review how other countries
within the region are meeting the needs of this market.
!
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GW MBA Consulting Practicum Final Report
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At the request of the client, the competitive positioning analysis focused upon Costa Rica
and Belize, which are often considered to be the two strongest competitors of Honduras for
the SAVE market. They are also similar in terms of geographic proximity and commonality
of resources. The primary goal of the competitive positioning analysis is to determine what
Costa Rica and Belize currently offer the SAVE tourist market. From this, we can identify
“best practices” and thereby utilize these two countries as benchmarks for Honduras’ future
SAVE marketing activities.
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In order to gain an understanding of how the three countries compare across various
competitive indices, it is useful to examine a competitive monitor study conducted by the
World Travel & Tourism Council (see Figure 3.1). It is important to note that Honduras has
a significant advantage over Belize and Costa Rica in terms of price competitiveness and is in
fact above the world average in this category. Yet Honduras is well below Belize and Costa
Rica, as well as the world average, in terms of human tourism, human resources, and
technology. Costa Rica maintains distinct advantages in the infrastructure, openness, and
social indices. (See Appendix 4 for Competitive Indices Definitions.)!
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Presently, Costa Rica and Belize are considered two of the more successful markets in
Central America when it comes to attracting SAVE tourists. An analysis of their strengths
and weaknesses in Figure 3.2 reveals the following:
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!! National Parks
!! Protected Areas
!! Reserves
!! HR Development
"! Active Marketing
!! Frequent Exposure on Sustainable
Tourism Certification
!!
!!
!!
!!
!!
!!
Cost
Deforestation
Conservation & agriculture conflict
Wildlife disturbance
Infrastructure
Environmental preservation funding
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!! Strong Marketing & Public BTB
!! $8.5 million in abroad advertising
!! Participates in Trade Shows
!! Belize Tourism Board active
"! Island beaches
"! Virgin rainforests
"! Mayan
"! Cheap
!! Monitoring Tourist impact
!!
!!
!!
!!
Cost
Wildlife disturbance
Infrastructure
Environmental preservation funding
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The Costa Rica Tourism Board (ICT), a government institution in charge of the tourism
activity in Costa Rica, is responsible for the development of the country’s tourism marketing
plans. The ICT was created by Law N°1917 in 1955, whereas the main objectives are:
!! To encourage and retain the presence of foreign visitors in the country
!! To promote construction and maintenance of infrastructure for tourists
!! To make the necessary international promotion so that Costa Rica becomes a known
destination
!! To promote and watch over tourism activity from the private sector
!! To regulate the activity of hotels, travel agencies, car rental companies, and others
enterprises which have obtained the touristic declaratory (issued by the ICT)
(Costa Rica Tourism Board, 2003)
The ICT has been successful in the execution of its marketing strategy for a number of
reasons. First, the ICT has a variety of products to offer the North American SAVE market,
ranging from land-based locations and activities to ocean-based location and activities.
Second, the ICT has maximized the efficiency of its distribution channels. By working with
both small and large organizations, the ICT has been able to convey a global, uniform
message to its target market. Third, the ICT has been quite effective when executing its
promotional strategy mix. ICT has utilized a wide range of promotional media in order to
maximize exposure and penetration into the North American SAVE market. (See Appendix
5 for Analysis of Marketing Plans.)
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1PNaHJGI\!%JNPJH\W!KLN!7HSG[H!
The Belize Ministry of Tourism (BMT) is responsible for the development of tourism
marketing plans for the country. The objectives of the BMT are:
!!
!!
!!
!!
To encourage a strong “eco-ethic”
To ensure environmental and socio-cultural sustainability
To promote equitable distribution of economic benefits
To develop a strong, positive image for Belize (Belize Tourism Board, 2003)
From 1998 - 2002, the BMT has taken great strides towards its goal of successfully targeting
and penetrating the North American SAVE market. The success of the BMT has helped
convince other organizations in the Belize public sector to help contribute to the tourism
budget as a means of boosting the overall economy of the country. The success of the BMT
is due in part to the execution of its marketing strategy. First, the BMT has a number of
unique products it can offer the North American SAVE tourists. The diversity of these
products can provide any member of the SAVE market with a variety of choices. Second,
the BMT has been able to work well with its distribution channels, specifically the national
and international NGOs that hold a vested interest in the well being of the distinct Belizean
environments. Third, the BMT has been quite effective in executing its promotional strategy
mix. The BMT has utilized a range of promotional media, particularly electronic-based, in
order to maximize the exposure of Belize to the North American SAVE market. (See
Appendix 5 for Analysis of Marketing Plans.)
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The itineraries for both Costa Rica and Belize revolve around scientific research on the flora
and fauna of the country’s natural habitats. The itineraries possess some similar
characteristics, yet there is one pronounced difference between the two countries: the
itinerary for Costa Rica places greater emphasis on land-based scientific research, while the
itinerary for Belize focuses more on ocean-based scientific research. The difference in
research environments also contributes to differences in favored transportation methods and
length of stay. (See Appendix 6 for Analysis of Itineraries for Benchmarks.) (Earthwatch
Institute, 2003 and Oceanic Society, 2003)
"FPQHRGF!*NL\NPR!&JGIHNPNGHO!
In the case of both Costa Rica and Belize, the academic itineraries are similar to their
respective scientific itineraries in that there is great emphasis on the country’s flora and
fauna. One major difference, however, is that the scientific itineraries are based on one fixed
destination, whereas academic itineraries include multiple destinations that vary according to
the purpose of the program. (See Appendix 6 for Analysis of Itineraries for Benchmarks.)
(Academic Travel Abroad, 2003 and Oceanic Society, 2003)
2LSMIJHHN!*NL\NPR!&JGIHNPNGHO!
The Costa Rican itinerary is divided into two sub-categories, urban and rural. The urban
itinerary primarily focuses on working directly with the people of the community. The rural
itinerary focuses on working with other organizations to aid in the conservation of the
natural environment. The Belizean itinerary places emphasis on assisting people and wildlife
12
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through direct intervention or indirect facilitation. (See Appendix 6 for Analysis of
Itineraries for Benchmarks.) (Adventure Life Journey, 2003 and Oceanic Society, 2003)
$QMFPJGLIPS!*NL\NPR!&JGIHNPNGHO!
The Costa Rican itinerary combines the activities of both the scientific and academic
itineraries, and some recreational sporting activities that require some formal training. The
Belizean itinerary actually deviates somewhat from the scientific and academic itinerary mold
of ocean-based activities to a more environmentally diversified list of activities. Since the
degree of activities has become more diversified for Belize, the transportation component of
the itinerary is also more robust than that of other Belizean itineraries. (See Appendix 6 for
Analysis of Itineraries for Benchmarks.) (International Expeditions, 2003, Programme For
Belize, 2003, and Elderhostel, 2003)
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Costa Rica and Belize both conduct certain practices geared towards giving them leverage
into the SAVE tourist market. A few such practices that could be applied to Honduras
include:
!! Developing a certification program
!! Developing strategic partnerships with respected international NGOs
!! Delivering consistent promotional campaigns to resonate in the minds of their target
market
#HNJGKGFPJGLI!*NL\NPRO!
In deciding if and whether to use a certification program, Honduras should use as
benchmarks two programs in particular: the Certification in Sustainable Tourism Program
(CST) and the Blue Flag Campaign. CST, a product of the ICT, is a program that seeks to
categorize and certify each tourism company according to the degree to which its operations
comply with a model of sustainability.
To this effect, four fundamental aspects are evaluated: the interaction between the company
and its surrounding natural habitat, the management policies and operational systems within
the company, the interaction of the company with its clients in terms of how much the client
is encouraged to become an active contributor to the company's policies of sustainability,
and the interaction of the company with the local communities and the population in
general. (Turismo Sostenible, 2003)
The Blue Flag is an exclusive eco-label awarded to almost 2,900 beaches and marinas in 24
countries across Europe and South Africa. It is owned and run by the independent nonprofit organization Foundation for Environmental Education (FEE). The Blue Flag is a
symbol of high environmental standards as well as good sanitary and safety facilities at the
beach/marina. It includes environmental education and information for the public, decision
makers and tourism operators. (Blue Flag, 2003)
%JNPJH\GF!*PNJIHNOZGYO!cGJZ!&IJHNIPJGLIPS!'()O!
An alliance with an international NGO helps establish credibility and familiarity within the
potential SAVE tourist market. Tour operators in Costa Rica and Belize have been known
13
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GW MBA Consulting Practicum Final Report
to collaborate with well-known NGOs such as The International Ecotourism Society (TIES)
and Conservation International (CI).
*NLRLJGLIPS!#PRYPG\IO!
Maintaining a consistent level of promotional advertising to the SAVE market is another
solid practice of Costa Rica and Belize. Promotions also serve as a product reinforcement
message for those SAVE tourists who have experienced an excursion with a tour operator.
A positive correlation between a SAVE tourist’s experience and a recent promotion will lead
to the sharing of positive experiences with other members of the target market.
@<d!
*68%&#"3!",,+&7-,$%!#6"+"#,$+&%,&#%!
!
Although the primary focus of the competitive positioning analysis was Belize and Costa
Rica, it is also worth viewing a physical attribute comparison of all Central American
countries. Elaborated by the IMF, it lends considerable credibility to the idea that Honduras
compares very favorably in terms of the diversity of its attractions. In fact, as can be seen in
Figure 3.6, Honduras is the only country that successfully fulfills all six categories. Belize
only lacks colonial while Panama and Nicaragua only lack diving. Interestingly, Costa Rica
only has fulfills two of six categories. (See Appendix 7 for Strengths and Weaknesses of
Honduras, Costa Rica, and Belize.)
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14
Instituto Hondureno De Turismo
GW MBA Consulting Practicum Final Report
b!
1"+E$,!"##$%%!%,+",$(8!+$#)11$'0",&)'%!
Through conversations and interviews with contacts in various SAVE organizations, GW
was able to identify several suggestions for accessing the potential SAVE tourist. The
strategies identified were refined after further interviews with actual SAVE tourists and
operators in Honduras.
The resulting market access strategy recommendations for IHT can be divided into three
primary categories: Image Strengthening and Branding, Public Relations and Relationship
Building, and Marketing Products and Tools. Elaboration of these will be followed by a
section containing budget details for implementation of the market strategy.
b<=!
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Several common themes resounded throughout the interviews with SAVE organization
contacts: (1) there is little to no “pull” from the SAVE market for tour operators, affinity
groups, and other travel organizations to offer trips to Honduras; (2) Honduras has a <#G2'*7#
image in the market place (of political instability, safety issues, etc.); (3) and/or Honduras is
not seen as distinctive or different from its neighboring “safe, green, and comfortable”
neighbors of Costa Rica and Belize.
The problem of poor perception will continue to be a huge obstacle to effectively building
the SAVE market unless actively and specifically combated by IHT, the Honduran
Government, and local tourism organizations. Honduras must differentiate from its Central
American neighbors and build a comprehensive image. IHT should embark on a specifically
targeted campaign advertising Honduras’ unique attributes and combating negative images
from the past.
7MGSQGI\!PI!&RP\H!
IHT’s first mission should be to create a clear market image for the SAVE market that
differentiates Honduras from other Central America destinations. The image should focus
on one or two distinctive Honduran attributes and should permeate throughout all
marketing materials, conversations, and relationship building activities. Belize has been
rather successful with the brand: “Belize: Mother Nature’s Best Kept Secret”, conveying an
image of a pristine, less-crowded haven of nature. An example of a slogan that captures the
SAVE orientation of Honduras’ unique attributes is “Honduras: Nature’s Laboratory,
Culture’s Library.” This conveys the image of an intriguing and diverse destination with
potential to explore and learn.
With an orientation towards the SAVE market, IHT should position Honduras as the
premier academic and scientific destination in Central America. An outside consultant can
be hired to aid in this process and facilitate an IHT staff retreat to ensure total buy-in to the
new image of Honduras and consistency of message throughout the organization. This
should be a formal process and not be taken lightly.
&QHIJGKWGI\!-IGeMH!.HPJMNHO!
The other half of an image strengthening exercise, after developing an imaging strategy, is to
identify and then highlight the unique and differentiating factors of the country in the PR
15
Instituto Hondureno De Turismo
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campaign. For IHT staff and Honduran citizens, it is obvious that Honduras’ abundance of
natural resources, unique human cultures, and unspoiled biodiversity make it an unparalleled
tourism destination. However, to the average North American (or even to many of SAVE
tourism’s most sophisticated leaders), differentiating Honduras from its Latin American
counterparts is difficult. In one case, a senior editor at @2'*&<29$%#&G)2="*6$!)27#9#)$>2G2H*<#,
admitted she did not even know Honduras had much of a coast and assumed Belize would
have better diving opportunities (interview, June 3, 2003). To combat similar perceptions, it
is necessary to showcase the outstanding or differentiating cultural, environmental and
historical features of Honduras while fostering general awareness about the country as a
destination.
Most destinations have at least one unique or distinguishing culture that outsiders will be
interested in learning about. According to the !)27#9#) editor, their audience (potential SAVE
tourists) is generally more intrigued by the “human” element of a destination. For marketing
purposes, IHT should promote Garifuna celebrations, unique local crafts, music, foods and
dance.
Environmentally, Honduras is rich with natural resources. The SAVE market will be
particularly interested in phenomena such as the Pink Boa, the Honduran Emerald, and
other unique species and biodiversity draws that cannot be found elsewhere in Latin
America.
With regards to history, Honduras again has many potential draws for the SAVE market
with undiscovered and unexplored Mayan sites, some colonial architecture, and an often
misunderstood yet intriguing “banana republic” history.
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*-73&#!+$3",&)'%!"'0!+$3",&)'%6&*!7-&30&'(!
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Based on extensive market research conducted prior to field visits, it is clear that a powerful
public relations campaign should be a priority for Honduras to promote its many unique
attributes, as well as overcome its negative image. IHT should continue to collect primary
data on how Honduras is perceived in North America and what SAVE tourists desire in a
destination. This can be accomplished through more extensive visitor surveys, possibly in
collaboration with organizations such as the Travel Industry of America to assess current
U.S. traveler perceptions. In addition to this dedication to primary research, there are several
components and issues in a PR campaign that relate directly to accessing the SAVE market
and therefore deserve serious consideration.
&OOMHO!KPFHQ!GI!P!*+!FPRYPG\I!
,ZH! T(NHHIGI\U! LK! ,LMNGOR9 IHT needs to emphasize the “green” factor throughout
advertising and media exposure by both strengthening their current commitment to
programs such as the CST, as well as highlighting sustainable practices throughout their own
marketing materials. While IHT already recognizes the importance of sustainability and that
SAVE travelers are demanding eco-savvy accommodations and amenities, IHT and
businesses need to emphasize sustainability efforts through advertising and PR work.
#NGRHf%PKHJW9!!It is important to advertise the low crime rates, the fact that Honduras has
the longest standing democracy in Latin America, and the success of new tourism police (as
well as their future expansion to Roatan). Additionally, it is recommended that IHT build
fact sheets with safety information about Honduras.!
16
Instituto Hondureno De Turismo
GW MBA Consulting Practicum Final Report
#LRYLIHIJO!LK!P!*+!FPRYPG\I!
.PRGSGPNG[PJGLI! 4."15! ,NGYO9! ! FAM trips are essentially conducted in order to build
positive “buzz”. Through direct marketing (described in the “Marketing Tools” section),
invitations can be sent to SAVE-related consortiums, tour operators, affinity groups and
individuals. Some key organizations and people to consider for FAM invites are
documented in the database (described in the “Marketing Tools” section) and a summary of
identified hot prospects for these invites can be found in the Appendix. (See Appendix 8 for
SAVE Market Key New Contacts.)
!
1HHJ! PIQ! (NHHJO9! Innovative campaigning methods such as “Meet and Greets” are key
component of positive image generation. IHT should hold regular presentations on
Honduras in at least three U.S. cities per year, inviting for specific writers, tour operators and
affinity groups. (See Appendix 9 for an Example of an Innovative Meet and Greet Event.)!
!
,NPVHS!;NGJGI\9 FAM trips are generally not as effective with travel writers as they are with
tour operators and affinity groups. High-end magazines do not accept payment for stories
so stories must come from good writers with a personal and compelling connection to the
place. IHT would benefit from identifying and commissioning such writers who can write
about the authenticity and unique characteristics of the destination.
&IFNHPOH! ;HX! *NHOHIFH9! !The World Wide Web is an invaluable marketing tool and it is
critical that the Honduras North Coast SAVE product have a strong online presence. Most
North American travelers use the Internet to find travel products, organizations and
destinations. Honduras’ current online presence is weak both in a lack of useful travelrelated websites and also because the few strong sites do not appear prominently in major
search engines. Increasing presence!can be done at a relatively basic and inexpensive level by
encouraging the various Honduras-related sites to utilize META and ALT tags and register
with the various search engines. In addition, through relationship building exercises and
direct marketing (see full description below), IHT can get online agents and consortium
websites to represent Honduras itineraries and products.
b<@!
1"+E$,&'(!*+)0-#,%!"'0!,))3%!
!
While it is impossible to personally call or visit every SAVE-related contact, certain
marketing materials and approaches can be developed to more efficiently market the
destination. New marketing products and tools are needed to both attract the SAVE market
as well as to support the SAVE tourists once they are in the destination. These can be seen
in Figure 4.3 and are described below.
17
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.G\MNH!b<@!
%"2$
!
!
!
!
!
0GNHFJ!1PNaHJGI\9 Direct marketing is a comprehensive approach for connecting with key
SAVE individuals. This includes personal letters to the key SAVE contacts, inviting them to
call or send for more information, a follow-up mailing of a pertinent media packet, and
further follow-up with phone calls or visits, and finally, invitations to visit the facility or area
on a FAM trip. The Roatan Institute for Marine Sciences (RIMS) at Anthony’s Key Resort
has pursued a successful campaign to attract scientific and educational visitors. IHT would
be well served to use their approach as a model.
#LIOLNJGMR!'HJcLNa!"QVHNJGOGI\9 Many academic institutions utilize consortiums, such
as the University Study Abroad Consortium, to build their academic tourism programs. IHT
should contact these consortium organizations (see database for more details) to ensure that
the Honduras information is up-to-date and comprehensive. Additionally, IHT should
contact those groups which do not have current representation in Honduras (i.e. Amerispan,
Languages Abroad) in order to pursue future opportunities.
2GOGJLNgO!(MGQH9 The visitor’s guide should provide all the information a SAVE visitor will
need while in the country. This should include not only attraction and accommodations
information, but also SAVE-related information regarding the natural resources, facilities
and travel details for each area. See example of page from the “Albergues y facilidades para
la investigacion en el SINAC”, a SAVE-type visitor’s guide for Costa Rica. (See Appendix
10 for Costa Rica’s Visitor’s Guide.) The guide should also include more general items such
as health information, essential phone numbers, and tourism police contact details. It should
be produced in both Spanish and English. This is also an excellent opportunity for IHT to
conduct positive imaging about Honduras with regard to “green” tourism, safety, and
political stability.
;HXOGJH!*LNJPS9 A new web portal should be developed to serve as a directory to North
Coast SAVE opportunities in Honduras. It will not only serve as a networking resource for
18
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the major stakeholders in the SAVE market, but also as a critical research tool for SAVE
tourists. (See Appendix 11 for an Example of a Strong Portal Site.)
"JJNPFJGLIO!1PY9 IHT’s current map is quite effective, but could be enhanced with specific
SAVE opportunities, including many of the products and businesses identified by GW in
Phase II. An attractions map can also help highlight the sustainable or “IHT-sponsored”
sites with a given symbol that is also displayed onsite. This can help IHT establish their own
image and also helps visitors to easily recognize quality and safe establishments in the key
destination areas.
!
"QVHNJGOGI\9 Basic media advertising is also essential to building positive “buzz”. Some key
SAVE publications to consider advertising in are documented in the database (described
later in the “Marketing Products and Tools” section) and a summary of some venues
identified as valuable resources for the SAVE market can be found in the Appendix. (See
Appendix 12 for SAVE Market Advertising Venues.) Throughout its advertisements, IHT
should highlight “Best Practices” and unique features. Press releases should regularly update
SAVE contacts with product updates and promotional materials. All advertising must
emphasize safety, aesthetics and sustainability.
2LSMIJHHN! #LLNQGIPJLN9 Currently, Honduran NGOs have little access to volunteer
organizations in North America that have extensive expertise in deploying and managing
volunteers internationally. The IHT Volunteer Coordinator could serve as a liaison between
volunteer organizations and the NGOs that need help matching their local needs with the
volunteers’ desire to donate their time.
'LNJZ! #LPOJ! *NHOO! EGJ9 This will be an essential component of IHT’s SAVE marketing
strategy and should include: a brief Honduras brochure, the IHT CD-ROM, the attractions
map, the visitor’s guide, recent press releases, positive imaging fact sheets, and benchmarks
of successful SAVE operations in Honduras. The press kit should be available in paper
format, and ought to be unique and innovative (e.g.: banana paper, special button or pin
fastener) as well as online, through the portal site, in PDF format. The brochure component
of this will need to be produced at much higher quantity levels so as to be dispersed at all
ports and airports. It should highlight Honduras’ dedication to experiential learning
opportunities and make special note of the fact that the Bay Islands are a part of Honduras.
0PJPXPOH9 GW created a database of SAVE related organizations for IHT to utilize and
further develop. This database was a mechanism by which to transfer the significant
amounts of data collected by GW to IHT. The database has space for interview transcripts,
places to identify top priority contacts and program information. This database can be webenabled to allow all IHT departments and satellite offices to make additions. This can be an
invaluable tool to help IHT organize its connections with private SAVE operators,
international funding agencies and local NGOs. (See Appendix 3 for Users Manual for
Database of SAVE Related Organizations. See enclosed CD for Database.)
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b<b!
7-0($,!0$,"&3%!.)+!%"2$!1"+E$,!"##$%%!!
In the preceding sections, various products and tools were identified as useful means to
attract the U.S. SAVE market. Development of these products and tools requires a
considerable investment and the following represents an estimated breakdown of costs to
create, produce and disperse the new materials. (See Appendix 13 for Detailed Budget
Sample Costs Based on Actual Costs.)
Marketing Budget
Advertising Budget
+
$151,000
$50,000
!
*NGIJHQ!*GHFHO!!!!
'LNJZ!#LPOJ!*NHOO!EGJ!4iMPIJGJW!bB?5!
+
Pilot Project Budget
$60,000
=
,LJPS!7MQ\HJ
h>d=/???!
7MQ\HJHQ!h=?/???
!! Design and copy work, contracted vendor fee
!! Cover letter, brief Honduras brochure, press releases, imaging fact sheets, SAVE
program updates
!! Instead of a folder for the materials, use an environmental green “belly-band”
!! IHT CD-ROM updates
!! Banana or recycled/textured paper for paper pieces of kit (will be more expensive)
!! Instead of a folder for the materials, use an environmental green “belly-band”
!! Small giveaway item
!! Conversion of printed material into a well-designed PDF document for download
!! Large envelopes & postage
!
!
!
!
!
!
0GNHFJ!1PNaHJGI\!4iMPIJGJW!=???5!
7MQ\HJHQ!h>?/???
!! Survey message testing to target audiences
!! Color postcard & brochure design (brochure inserted into above press kits); vendor
costs
!! Copy – targeted postcards, letters (tour operators, universities, volunteer groups, etc)
!! Envelopes for letters, brochures and visitor’s guide
!! Labels or printing of addresses on pieces
!! Postage for direct marketing pieces and visitor’s guide
!! In addition to list of names provided by GW, purchasing of mail lists
!
2GOGJLNgO!(MGQH!4iMPIJGJW!=???5!
7MQ\HJHQ!h=b/???
!!
!!
!!
!!
North Coast focus with special section for SAVE market
Copywriting and design work
Recycled paper, white or textured to match press kit
Color printing, pocket size guide versus 8.5 x 11
!
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GW MBA Consulting Practicum Final Report
!
"JJNPFJGLIO!1PY!4iMPIJGJW!=???5!
7MQ\HJHQ!h=?/???
!! Printing of foldout map or pamphlet (inserted in visitor’s guide)
!! Includes listing of North Coast destinations
!! Recommended hotels and restaurants (standard driven)
!! Printing and design costs
!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! !
!
"QVHNJGOGI\!!!!!!!!
7MQ\HJHQ!hB?/???
!! Copy and ad design, based on SAVE target marketing messages, image design
!! Publication placement (color ad prices range from $2,255-$52,890: I*).*<G$>2G2H*<#$to$
@2'*&<29$%#&G)2="*6$45=9&)#))
'LIj*NGIJHQ!*GHFHO! !
!
;HXOGJH!*LNJPS!_!'LNJZ!#LPOJ!
!
!
7MQ\HJHQ!h>?/???
!!
!!
!!
!!
!!
!!
!!
Information architecture; layout of pages for organizational purposes
Content coordination/writing
Site graphics design and navigation
HTML coding
Site testing to make sure navigation and pages make sense
Registration of META tags/keywords (free, but time consuming)
E-mail address for the site administrator to field questions coming through the site
!
!
!
!
!
!
#LIOLNJGMR!'HJcLNaO!!
!
7MQ\HJHQ!hb>/???
Including:
1. “Meet & Greets” Components for 15 IHT Guests Per City (Three North American
cities)
!! Pre-event contact and marketing ($500)
!! Flights/lodging for non-US located Honduras guests (IHT staff) - (TBD)
!! Lodging costs for high-profile writers not located in the hosting city (TBD)
!! Restaurant private lunch: See addendum for sample costs - DC restaurant ($1500)
!! Nice “leave behind” Honduras SAVE gift for guests ($1000)
,LJPS!*HN!#[email protected]???!k!,70!GJHRO!
,LJPS!XMQ\[email protected]/???/!GIFSMQGI\!,70
2. Association Memberships and North American Conference Attendance
!! Volunteer, Education, Science, Nature association memberships
!! Hosting events and lobbying to host future events for the associations joined
!! Conference attendance fees/travel for IHT/North Coast Alliance members to go
to association events to network & gain exposure to North American standards
"OOLFGPJGLI!*[email protected]??!
,LJPS!7MQ\HJ9!h=>/???
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3. FAM Trips Targeted at Researchers and Tour Operators – Separate Trips (2 each)
!! Pre-event contact and marketing per group ($500)
!! Flights/lodging for guests ($800-$1000/person)
!! Tours, transportation, cultural events, guest speakers – TBD
!! Nice “leave behind” Honduras SAVE gift for guests ($1000)
,LJPS!XMQ\HJ9!h=l/???
0PJPXPOH!
7MQ\HJHQ!h=?/???
!! Training of staff
!! Feature addition: web-enabled for multiple persons to access remotely
!! Database administrator hourly person:
"! Clean data; add/delete fields; orchestrate mail merges; merge with other IHT
databases
2LSMIJHHN!#LLNQGIPJLN!
7MQ\HJHQ!h>B/???
!! IHT-sponsored salary, see description position (See Appendix 14 for Job Description
of Volunteer Coordinator.)
!! Municipality-share vehicle to meet with volunteers/organizations in the North Coast
area, great volunteers at airports
!! Access to direct marketing materials, visitors guides, press kits, attractions maps
!! Small budget for miscellaneous costs for volunteer receptions, printed materials, etc.!
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*6"%$!&&
B!
%"2$!)**)+,-'&,&$%!&'!6)'0-+"%!
After thorough analysis of the SAVE market needs, the next step in the evaluation process
required determining how the three sites on the North Coast and Bay Islands (La Ceiba,
Tela, Cayos Cochinos/Roatan) meet the SAVE market expectations. Informational
interviews with the sites’ environmental and business stakeholders were held to understand
their perceptions of their area’s relative strengths and challenges. Emphasis was placed on
identifying product gaps, especially with regards to the SAVE market. With the objective of
filling some of the existent product gaps, GW conducted workshops and one-on-one
meetings with stakeholders and potential burgeoning businesses owners to help them start
new small business ventures. In the workshops, GW gave and briefly explained the usage
of a product development manual, which it had adapted from an earlier version used in
Bulgaria and translated into Spanish. During the interactive component of the workshops,
participants shared new product ideas and started to discuss development of these ideas. In
the one-on-one meetings, GW provided assistance to individual entrepreneurs in the
development of preliminary business and or marketing plans for their new product ideas.
Both in the interview and product development stages of Phase II, an important theme
continued to surface: much of that which needs to take place for the North Coast and Bay
Islands to become a successful SAVE destination depends upon the creation or
strengthening of connections among the various stakeholder groups. Yet there must be one
organization to facilitate these important connections. This is precisely the role we envision
for IHT. A depiction of IHT’s role as a catalyst for these connections is found in Figure 5.0.
Many of the specific connections that need to be made will be described in the
recommendations that appear in subsequent sections.
.G\MNH!B<?!
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7MOGIHOO!!!!!!!!!!!!!!!!!!!!!!!!!! QH! !
,-+&%1)!
!!!!!!!!!!!!(LVHNIRHIJ!
&IJHNIPJGLIPS!
0HVHSLYRHIJ!"\HIFGHO
23
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d!
!
+$(&)'"3!"'"38%&%!
In analyzing the strengths and major issues for each of the three sites, some commonalities
emerged. These items are elaborated below. Those which are particular to individual sites
are described in sections 7-9.
d<=!
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'PJMNPS!NHOLMNFHO!PIQ!YPNaO!
The protected and pristine environments of Honduras are an immediate draw for any
audience, especially SAVE tourists. This is an area of abundant opportunity and a treasure
chest for any traveler to explore.
(PNGKMIP!FLRRMIGJGHO!
The Garifuna culture offers a unique experience that has unrealized potential. It is described
as Honduras’ only “living culture”, where music, arts and crafts, and fishing as a way of life
are still retained.
,LMNGOR!YLSGFH!
All indications are that this safety and public relations initiative has been very successful.
Crime has decreased and the public’s perception of Honduran security is no doubt
improving.
%JPaHZLSQHNO!NHFHYJGVH!JL!%"2$!RPNaHJ!
The majority of the key small businesses in each of the targeted communities understand the
positive financial and community strengthening impact the SAVE market can create. Their
expressed willingness and openness to explore SAVE market opportunities is an important
first step.
'LNJZ!#LPOJ!m!7PW!&OSPIQ!%"2$!YLJHIJGPS!
The combination of history, culture, and natural resources afford the area a wealth of
possibilities. If packaged and marketed effectively, these resources will have considerable
drawing power.
!
d<>!
+$(&)'"3!&%%-$%!"'0!+$#)11$'0",&)'%!
&OOMH!=9!
Concerns among Honduran citizens and tourists about environmental, health and social
issues related to tourism
+HFLRRHIQPJGLI!=9!
IHT should implement certification programs such as CST or Blue Flag (as described in the
Competitive Positioning section). Commitment to these types of programs will demonstrate
that Honduras is aware of environmental impact issues and is actively pursuing ways to
resolve them.
!
&OOMH!>9!
Lack of quality tourism training opportunities
24
Instituto Hondureno De Turismo
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+HFLRRHIQPJGLI!>9!
Improve reach of existing INFOP courses and/or seek partnerships with other academic
institutions within Honduras, such as CURLA Ecotourism School in LaCeiba, as well as
outside Honduras, such as The George Washington University’s Tourism Destination
Management and Marketing Certificate Program. (See Appendix 49 for information on GW
Certificate Program.) The structure for INFOP has effectively been put into place, yet it
appears that the quality of tourism training is lacking. The usefulness of these courses would
likely increase if successful entrepreneurs or professors from other academic institutions
were enlisted to teach courses or at least consult on course syllabi.
&[email protected]!
Limited communication and cooperation between North Coast and Bay Islands
!
[email protected]!
In order to unify the municipalities of the North Coast with their Bay Island counterparts,
we recommend IHT host and facilitate annual conferences. This would provide a means for
the various stakeholders from the coast and islands to connect and focus on cooperative
marketing efforts, as well as a way for them to work through joint issues. One important
objective will be the creation of shared itineraries and will help foster the movement of
tourists from the Islands to the mainland, and vice-versa. IHT would set the agenda, update
the participants on any new developments (threats, opportunities, issues, etc.) and facilitate a
forum in which the local leaders would have the opportunity to discuss cooperative
initiatives. It is suggested that conferences be held at the specific sites on a rotating basis in
order to expose IHT and the business leaders to the progress of each region.!
!
&OOMH!b9!
Perception of a lack of security
+HFLRRHIQPJGLI!b9!
The tourism police need to have increased visibility, especially in La Ceiba. Additionally,
tourists should be informed, via postings in heavily visited areas, about the tourist police and
how they can solicit their services. Ideally, tourism police would also be trained as tour
guides so that they can accompany tourists to specific sites or on city tours.
25
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&'0&2&0-"3!%&,$!.&'0&'(%!
!
Sections 7-9 contain findings from each of the three areas covered by GW. Each section
contains an analysis of strengths and opportunities, issues and recommendations, and
products elaborated with the assistance of or by GW.
l!
7"8!&%3"'0%!j!#"8)%!#)#6&')%!"'0!+)","'
!
The Bay Islands are the most recognized region in Honduras for their tourism related
products. In comparison to mainland Honduras, the islands have flourished through their
appeal to traditional tourism desires, closeness to an extensive reef system, and perceived
separation from the various political tribulations of Central America. This unique position
of the Bay Islands in Honduras is a source of several natural strengths and opportunities to
be exploited in a marketing campaign directed at SAVE tourists. At the same time, the Bay
Islands face several natural and man-made threats, which could hamper any direct attempts
to attract this same market. However, there are several steps IHT can take to address these
threats and to help enhance the draw of the islands to the SAVE market.
l<=!
%,+$'(,6%!"'0!)**)+,-'&,&$%!
+HHKO!PIQ!%FGHIJGKGF!)YYLNJMIGJGHO!
The extensive reef system just off the Honduran coast and surrounding all of the islands is
an immense strength. Not only is the marine life relatively unexplored, but the terrestrial
scientific exploration and study opportunities are also significant.
*NLJHFJHQ!$IVGNLIRHIJ!
Not only is there opportunity for scientific and educational experiences based on natural
resources, but there is also an obvious dedication to protect these ecosystems on behalf of
the Honduran government. According to IHT and World Bank Sustainable Coastal
Tourism Project: Project Environmental Assessment Paper, “(In Roatan), the dominance of
the tropical cloud forest life zone has turned it into one of the most important coastalmarine areas in the country. (Efforts are being undertaken for the conservation of Port
Royal Wildlife Refuge, Sandy Bay Marine Reserve – West End and the Marine Reserve of
Cayos Cochinos)” (IHT/World Bank, 2000). This prevalence of protected areas means the
Bay Islands are already making concerted efforts towards sustainable tourism growth.
%HFSMOGLI!PIQ!*MNGOJ!"YYHPS!
In Cayos Cochinos, tourists will find seclusion and purity. Leisure educational tourists will
find a quiet, removed and relaxed atmosphere at Plantation Beach Resort on Cayos Major,
while scientists and academics will find an undeveloped and pristine environment from
which to conduct their research on Cayos Menor, where the Cayos Cochinos Foundation’s
facilities are located.
$]GOJGI\!"FFHOO!JL!PIQ!$]YHNGHIFH!cGJZ!JZH!1POO!m!%"2$!1PNaHJO!
Roatan also has strengths that are unique in comparison to the Bay Islands overall. Roatan
already welcomes hundreds of daily cruise visitors one to three times a week. These
numbers are set to rise over the next three years. While the island struggles to find activities
for all the people, the mass amounts of visitors are an excellent opportunity to market to
potential SAVE tourists. The small island state of St. Kitts does a good job of marketing to
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their cruise passengers, offering coins which can be redeemed for discounts at local
businesses, thus encouraging return visits. In addition, the relative success of Roatan in
comparison to the other Bay Islands provides strong business examples to new SAVEspecific tourism enterprises all along the Honduran coast.
l<>!
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&OOMH!=9!!!
The biggest threat to the attractiveness of the Bay Islands is extensive environmental
degradation. Sedimentation drift from runoff due to uncontrolled development in Roatan
has killed much of the reef system already. Other threats to the marine ecology as identified
during this project include dredging activities on Roatan, overfishing along the coast and in
Cayos Cochinos, irresponsible diving and snorkeling behaviors, and an overall lack of proper
sewage disposal throughout Honduras.
+HFLRRHIQPJGLI!=P9!!
To help alleviate some of the damage that overfishing causes in Cayos Cochinos, the Cayos
Cochinos Foundation (CCF) has created a management plan to address the reef degradation
there. IHT can help further CCF's cause (and benefit from it at the same time) by
strengthening and facilitating the program. A particularly difficult issue surrounding the
Garifuna, the Honduran government and the local stakeholders is that of land rights. While
this is a problem throughout Honduras, the Islands are particularly sensitive to the issue
because of their fragile ecosystems, low carrying capacity, and their lack of ability to absorb
the resulting problems of unmanaged development. It would behoove IHT to be involved
in the Garifuna-CCF discussions and to possibly help fund the implementation costs once
the plan is put into action. !
+HFLRRHIQPJGLI!=X9!!
With the first phase of the Environmental Management Program of the Bay Islands
(PMAIB) complete, the second phase plans are focused on outreach and education, with
plans to develop twelve conservation parks on the island. While the project has a clear
vision and is well funded, there is not a specific person dedicated to tourism and
environmental outreach. It would be helpful if IHT could work closer with the project
director to determine staffing needs for the new project focus. Further, IHT would benefit
from involvement in and pushing for the implementation of a cruise passenger tax, currently
under discussion at PMAIB, which would be used for Bay Island resource protection and
infrastructure development.
&OOMH!>9!!!
Overpopulation along the coast and on the islands due to mass migration from the mainland
is causing major social, economic, and environmental problems.
+HFLRRHIQPJGLI!>9!!
Where overpopulation is a problem in the smaller islands of Cayos Cochinos and certainly
on Roatan, IHT, in conjunction with other relevant government offices, may want to pursue
restrictions on migration to the islands. The Bay Islands are reaching a point where carrying
capacity tools and limits of acceptable change need to be evaluated. Regular reference and
involvement in the World Tourism Organization’s (WTO) International Network for the
Development of Coastal Tourism Destinations can help Honduras monitor their
sustainability efforts. Further, Honduras can borrow techniques learned from the
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experiences of Columbia as they face high population density and a difficult economic and
environmental situation on the island of San Andres. Here, steps are being taken to develop
useful population indicators and then to limit growth through education, economic
development and migration limits (Howard and Potter, 2002).
&[email protected]!!
The Bay Islands must deal with a current lack of product diversity if the SAVE tourist is to
be fully accommodated. Diving is currently the main draw to the area but there is much
more to offer in the way of scientific, academic and volunteer opportunities.
[email protected]!!
An IHT representative or department is necessary on the Bay Islands. Someone should be
on the ground in Roatan to encourage development of land-based activities for the cruise
passengers in order to lessen the current dependency on beach activities. This office can
also head up the training and knowledge-sharing on the Bay Islands, with close access to the
strong business models of Roatan. This office can also be in charge of dispersing the SAVE
marketing materials which can tie the Bay Islands to Honduras. Additionally, it can develop
an incentive program (similar to the St. Kitts coin example mentioned in the Strengths and
Opportunities section) to encourage return visits with discount offers.
&OOMH!b9!!!
Many people in Roatan choose to stay inside their all-inclusive resorts for fear of muggings
or crime “on the outside”.
+HFLRRHIQPJGLI!b9!!
One solution is install tourism police in Roatan. Many resort owners and local Roatan
stakeholders indicated that they were concerned about the safety or at least the perception of
safety from their guests. Many had noted the relative success of the preventative police
force on the coast of Honduras and felt that Roatan, with the highest number of visitors,
should have a strong police presence.
l<@!
*+)0-#,%!
!
Over the course of the visit, GW (Bay Islands team) met one-on-one with NGOs,
commercial resorts, Garifuna communities and new venture entrepreneurs. These meetings
generated business plans for two organizations, a product development concept paper, and a
best practices case study of one Honduran operation. Details on these products follow.!
#PWLO!#LFZGILO!.LMIQPJGLI!
An assesment of Cayos Menor and the Cayos Cochinos Foundation (CCF) identified two
major issues: low occupancy at the research station and environmental degradation of the
surrounding marine park. A business plan was created to address these threats, including
suggestions for upgrading the accomodations and scientific facilities, marketing strategies
toward U.S. universities and leading scholars, and key relationship building needs. IHT can
help establish a training program for the CCF staff and can address the feasibility of adding
additional capacity by learning more about the relationship with CCF’s current partner,
Operation Wallacea, and initiating U.S. counterpart institutions. (See Appendix 15 for Cayos
Cochinos Foundation Business Plan.)
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*SPIJPJGLI!7HPFZ!+HOLNJ!
Plantation Beach Resort (PBR) has faced extremely low occupancies in the past several years.
Therefore, the GW team helped PBR create a business plan to assess its current market
situation and implement new strategies. These strategies include an extensive marketing
plan, product and service expansion, and development of formal relationships with other
community stakeholders. Key factors in PBR success will include access to the North
American educational market and thus contact with IHT would be beneficial. Upon
completion of these product and marketing strategies, Plantation Beach Resort hopes to
establish a reputation to place it on many educational cross-country itineraries. (See
Appendix 16 for Plantation Beach Resort Business Plan.)
(PNGKMIP!*NLnHFJ!
Garifuna communities of East End, Chachauate and Nueva Armenia, led by the Cayos
Cochinos Foundation, seek alternatives to fishing as additional sources of Garifuna income.
A fish shortage is affecting the ability of Garifuna fishermen to provide sufficiently for their
families. Furthermore, overfishing is causing extensive environmental damage to the marine
park, which ultimately has a negative impact on tourism. While basic tourism is possible, fullblown tourism development is premature at this time since there are basic development
needs that must be addressed. The next steps to attracting scientific, volunteer and cultural
heritage tourism are to develop and implement training and education programs to prepare
the Garifuna population for tourism; build relationships with other Garifuna communities,
NGOs and businesses; and develop well-packaged tourism products. (See Appendix 17 for
Concept Paper: Bay Islands Garifuna Village Development.)
"IJZLIWgO!EHW!+HOLNJ!#POH!%JMQW!
A successful SAVE tourism program for the North Coast and Bay Islands will depend upon
the development of a network of thriving small to medium size SAVE tour operators and
resorts. In efforts to help promote these organizations through business development
courses, marketing assistance, and SAVE tourism training, IHT should examine an existing
successful SAVE-oriented resort in Honduras to learn from successes and challenges.
Anthony’s Key Resort provides several best practices for the North Coast community
including marketing practices, SAVE products, human resource procedures, and
management philosophy. (See Appendix 18 for Case Study on Anthony’s Key Resort.)
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C!
!
3"!#$&7"!!
C<=!
%,+$'(,6%!"'0!)**)+,-'&,&$%!
!
6MX!KLN!7PW!&OSPIQO!PIQ!3P!1LOeMGJGP!
La Ceiba is an inevitable stop-off point for travelers on their way to the Bay Islands, Trujillo,
or La Mosquitia. Because of its strategic location in the center of the north coast, it is a
major transportation hub for air, bus, and ferry (See Appendix 19 for Air and Ferry
Transportation of La Ceiba).
!
.LFMO!LK!GIJHNIPJGLIPS!QHVHSLYRHIJ!P\HIFGHO!
Seen as an area with great tourism growth potential, La Ceiba has drawn attention from
major international banks such as the World Bank and the IDB, as well as bilateral donor
agencies from countries such as the United States, Spain, Denmark, and Sweden. The
resulting influx of money and technical assistance is a tremendous asset for the area. (See
Appendix 20 for Aid Related Projects.)
,ZNHH!SPI\MP\H!OFZLLSO!
La Ceiba has three language schools that offer Spanish programs and receive students from
overseas. As seen in cities such as Antigua, language schools have tremendous potential for
attracting academic tourists. The benefits to the destination can be considerable as the
resulting revenue is spread among school owners, professors, and families with whom most
students stay. Also, roughly 30% of language students perform volunteer work. (See
Appendix 21 for La Ceiba Language Schools.)
#PNIGVPSf'G\ZJSGKH!
La Ceiba is famous for its nightlife and dancing scene with many bars and discos centered in
the downtown and along the beach. As the saying goes, “Tegucigalpa thinks, San Pedro Sula
works, and La Ceiba has fun”. The town’s good times culminate in the annual Feria de San
Isidro, or Carnival, a weeklong bash of dancing and music held in May (Humphrey 2000,
P.115). (See Appendix 22 for La Ceiba’s Official Fiesta: La Feria De San Isidro)
'PJGLIgO!LISW!HFLJLMNGOR!JNPGIGI\!YNL\NPR!
Centro Universitario Regional del Litoral Atlántico! (CURLA) offers the nation’s only
ecotourism training program, providing classes in areas such as biology, forestry, and
environmental conservation. Graduates clearly improve the quality of the local labor supply.
C<>!
&%%-$%!"'0!+$#)11$'0",&)'%!
!
&OOMH!=9!
La Ceiba (and other parts of Honduras) is losing many prospective language students
because of the difficult in obtaining academic credit for their coursework
!
+HFLRRHIQPJGLI!=9!
For most students to obtain high school or college credit for their studies, the language
school must be accredited. This accreditation must come from the country’s Ministry of
Education. However, currently the Ministry of Education in Honduras does not recognize
language schools as official academic institutions. IHT must form a relationship with the
Ministry of Education to initiate and streamline the accreditation process. A good
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benchmark is Guatemala, where this relationship exists and has contributed to their thriving
language school tourism.
&OOMH!>9!
Most travelers simply pass through La Ceiba and those that stay see it as no more than a
two-day destination.
+HFLRRHIQPJGLI!>9!
In order to attract more tourists to La Ceiba itself and entice the current tourist population
to spend a longer amount of time in La Ceiba, new attractions, products and events need to
be developed. In the following section, several new products elaborated through the GW
product development workshop will be explained. However, in order for these new
products to become a reality and for new ideas to come forth it is essential that a better
circle of connections be created between local stakeholders and IHT. Funding needs to be
accessed in order to complete these projects, and IHT can help facilitate this through
exploring different funding options such as the World Bank Learning Innovation Loan
(LIL), or through coordination with GW’s DANTE (Development Assistance Network for
Tourism Enhancement), which compiles information on donor assisted tourism projects.
(See Appendix 20 for Aid Related Projects.)
&[email protected]!
According to many local stakeholders, most individuals are unwilling to take the risk of
starting a new venture
[email protected]!
As mentioned in recommendation 2, IHT can help connect local business owners with
donor assistance. Another way for IHT to stimulate new business development is through
the publication of a New Product Bulletin. In traditional or electronic form, it would
highlight new products so as to provide recognition to entrepreneurs, provide them with free
promotion, foster the idea that new product development is occurring rapidly, and facilitate
exchange of ideas. Also, it could be sent to international tour operators, wholesalers, and
media to let them know of the increasingly attractive offerings in Honduras. (See Appendix
23 for Concept Paper on New Product Bulletin.)
C<@!
*+)0-#,%!
A product development workshop was held on Monday, July 14, with twelve local
stakeholders in attendance. (See Appendix 24 for La Ceiba Business Development
Workshop Attendee List.) Product development manuals were distributed and explained,
after which all participants shared an idea for a product they would like to develop. As a
follow-up, individual meetings with five of the participants were scheduled and held over the
next two days. Following are brief descriptions of the marketing plans or business plans
developed during those meetings (one was cancelled due to participant illness). The final
two product ideas were generated by the GW team, for which concept papers are included as
appendices.
(PNGKMIP!.HOJGVPS!,LMN!
Each Garifuna community hosts an annual festival to honor its patron saint, as well as
celebrate its rich cultural heritage. Yet few tourists ever learn or attend these festivals,
principally because no organizations promote or offer tours to them. This is the proposition
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of Pablo Martinez of Yurumey Tours, who seeks to positively impact the local communities’
economies while increasing awareness of the Garifuna communities’ traditions. In our
meeting, we assisted Martinez in the creation of a marketing plan for this new product,
which includes a sample itinerary for a pilot tour. Martinez is a strong candidate for World
Bank Proyecto Costero funding, for which we have provided him the appropriate contacts.
(See Appendix 25 for Yurumey Tours Marketing Plan.)
#PIWLIHHNGI\!
Norman Flores, President of REHDES, expressed considerable interest in developing a new
product that could be best described as canyoneering in that it combines activities such as
rafting, hiking, and bouldering down rivers. Yet the true originality of his product lies in the
fact that these activities would take place at night, primarily when the moon is full. The
product would have both an adventure as well as scientific component, as emphasis would
be placed on observation of nocturnal fauna. During our meeting, we helped Flores develop
a preliminary business plan for his product. (See Appendix 26 for Rehdes Foundation
Business Plan.)
+PKJGI\f6LNOHXPFa!+GQGI\f$FLjSLQ\HO!
Making La Ceiba become more than a two destination requires companies to offer packages
that include a broad range of activities. This is the objective of Omega Tours, which wants
to effectively package tours that include rafting, horseback riding, and accommodations.
Together, we crafted a preliminary business plan for their operations (See Appendix 27 for
Omega Tours Business Plan.)
*GFL!7LIGJL!2GOGJLN!#HIJHNf#LRRMIGJW!)cIHQ!$FLjSLQ\HO!
Tourism to Pico Bonito National Park, one of Honduras’ great treasures, has the ability to
generate much needed revenue for local communities, as well as park conservation efforts.
Much hope lies in a recently approved World Bank project for the construction of a visitor’s
center, restaurant and two community-owned lodges. However, its success will largely
depend upon how effectively it is marketed. For this reason, we worked with FUPNAPIB
consultant Jerry Haylock in the development of a marketing plan. (See Appendix 28 for
FUNAPIB Marketing Plan.)
"QLYJ!P!6HFJPNH!
Conservation efforts in Pico Bonito National Park are being hampered by the destructive
activities of some people currently inhabiting the park. One solution is to buy the land from
these people, yet raising the money is difficult. The Adopt a Hectare project would rely
upon tourists to donate money to buy the land.
The program could possibly be
administered through the Pico Bonito Lodge, which has access to high-end and
conscientious tourists, a great interest in park preservation, and the added incentive of using
the program to stimulate repeat visitation. (See Appendix 29 for Concept Paper on Adopt a
Hectare.)
!
3PI\MP\H!$]FZPI\H!*NL\NPR
Training is clearly a limiting factor in much of the Honduran hospitality industry, especially
with regards to foreign language proficiency. This program would involve English speakers
from the United States or other countries coming to Honduras to learn Spanish, essentially
in exchange for giving English classes to locals in the hospitality industry. Spanish lessons
would be given through local language schools, whereas the English lessons would occur at
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schools, as well as on-site for highly contextual training. Before participating, the English
speakers would need to take an online training certification course to ensure quality teaching.
Some of the concepts are similar to those of the Eco-Escuela in Guatemala. (See Appendix
30 for Concept Paper on Language Exchange Program.)
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A!
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Tela is a small city on the North Coast that can offer travelers a true, relaxing vacation with
plenty of activities important to the SAVE tourist. The key strengths that will enable SAVE
tourism development around the region of Tela are its local charm (history & architecture),
proximity to national parks and marine life, and its convenient location on the already
established tourist route from the Copan Ruins to the Bay Islands.
#LSLIGPS!6GOJLNW!
This region was important to the development of the U.S fruit trade as it served as a base for
the Tela Railroad Company, which produced the Chiquita Banana brand. In addition, the
Lancetilla Botanical Gardens also helped foster the fruit trade when it was founded as a
research center for the study of fruits. Another historical moment for Tela was the arrival of
the Garifuna people in 1797. Finally, Tela plays an important role in colonial history, as it
was the first town that the Spanish explorers colonized in Honduras at the site of Triunfo de
la Cruz. Documenting and displaying the diverse history of Tela would aid in creating an
atmosphere suited for the SAVE market.
!
"NFZGJHFJMNH!+HVGVPS
Tela’s historical richness is displayed in the colonial architecture throughout the town, which
adds to the local charm. Around every street corner, one can find commercial buildings and
homes that show a hint of its former style and beauty. Architecture restoration tours can be
promoted towards SAVE volunteer tourists. (See Appendix 31 for Tela Historical and
Architectural Revival.) !
*NL]GRGJW!JL!'PJMNH
Visitors have quick and easy access to three magnificent nature reserves – Jeannette Kawas
National Park, Punta Izopo National Park, and Lancetilla Botanical Gardens. The parks
offer various activities such as wildlife viewing, hiking, or kayaking which can give visitors at
least three days of travel itineraries. The parks also offer research and volunteer
opportunities through scientific research of plants and animals as well as trail development.
(See Appendix 32 for Trail Product Development Guide and Appendix 33 for Case Study
on Techniques on How to Establish Park Support Services.)
3LFPJGLI!LI!'LNJZ!#LPOJ!#GNFMGJ
Tela has a logistical strength in its location on the main highway along the North Coast. The
travel circuit from the Copan Ruins to the Bay Islands has been recognized as an established
and well-traveled route for North Coast visitors. Tela has an advantage as it is on the route
and already used as a stop over for the Copan/Bay Islands itinerary.
A<>!
&%%-$%!"'0!+$#)11$'0",&)'%!
The GWU consulting team assigned to Tela performed a tourism rapid assessment of this
Honduran north coast city. The result of the assessment was the identification of issues
such as lack of standard tourism services; lack of emphasis on local history; and lack of
communication and coordination of common goals among businesses, NGOs, and local
government entities.
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&OOMH!=9!
Some Tela businesses do not always meet the North American tourist expectations of
customer service. !
!
+HFLRRHIQPJGLI!=9!
One recommendation is that IHT, in conjunction with Tela Tourism Chamber, establish
standards for tourism products and services to overcome this issue. Basic tourism services
such as a visitor information center and updated bilingual information are missing in the
daily Tela tourism activity. Other gaps in customer service are long waiting times for menus
and bills in restaurants or lack of knowledge of other Tela businesses and services by the
tourism community, hotel concierge for example.
&OOMH!>9!
Generating information in English to target the North American market.
!
+HFLRRHIQPJGLI!>9
The information that a visitor center would provide needs to be reviewed and evaluated, so
it will be accurate and up-to-date. A constant coordination with the different businesses and
tourism organizations in town is required to maintain accurate information. General
informational material will be distributed in this center, and specific informational material
will be distributed through visitor centers and hotels, recommending visiting this primary
center. (See Appendix 34 for Tela Visitor Center Business Plan.)
!
&[email protected]!
Tela has enjoyed a rich and diverse historical and cultural past that tourism authorities
should emphasize.
!
[email protected]!
Tela has seen many cultural transitions from Mayan influence in 300 AD to its Spanish
colonization in 1524. In the 16th century it was frequented by buccaneers and eventually
became home to carib-African slaves beginning in the early 1800s. The area then went on to
witness and serve as a testimonial for the rise of the banana industry in the 20th century.
With such a diverse and interesting past, Tela has the ingredients to entice visitors to come
and explore. In order to document and embrace Tela’s past, particularly the 20th century, the
Tela Historical & Architectural Revival Project is recommended. The project would allow
visitors to see the charming city of Tela as it once stood in the not so distant past with its
refurbished colonial buildings in the downtown area and potentially restored Tela Railroad
building. (See Appendix 31 for Tela Historical and Architectural Revival.)
&OOMH!b9!
Lack of communication and coordination of common goals among businesses, NGOs, and
local government causes missed objectives.
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+HFLRRHIQPJGLI!b9!
One recommendation is to appoint a strategic committee, which includes participants of
IHT, local government, PROLANSATE, and the Tela Tourism Chamber to agree on a
common vision for tourism development in the Tela area. An annual meeting will enable
the strategic committee to develop a joined vision, goals, and objectives for the upcoming
year. The Tela tourism community will have the opportunity to share development concerns
and ideas with IHT and share the national vision, goals, and objectives for the Honduras
national tourism strategy.!!(See Appendix 35 for Strategic Committee Plan.)
&OOMH!B9!
An inventory available listing research facilities and programs that are currently offered in
Tela and creation of brochures and websites are needed to attract and inform the SAVE
tourists.
+HFLRRHIQPJGLI!B9!
Information on research facilities and programs is an efficient tool to attract prospective
SAVE tourists to Tela and facilitate those who are already in the area. It is recommended
that IHT partner with PROLANSATE to execute an inventory of available research facilities
and programs that are currently offered in Tela. Marketing information, such as brochures
and websites need to be created for these market segments. The brochure and website will
list figures and detail information of research and development projects; research
institutions; field stations; laboratories; libraries; local experts; local universities; and other
critical research facilities such as public computers, Internet access, telephones, faxes, and
copy machines. (See Appendix 36 for “Specific Needs of Client” Form and Appendix 37
for Brief Guideline for Inventory of Research Facilities and Programs.)
A<@!
*+)0-#,%!
As a result of the rapid assessment and product development workshop conducted in Tela, a
list of product ideas is included for the client’s consideration. The detailed business plans
for the Tela products can be found in the Appendices and referenced by the corresponding
number.
!
,HSP!2GOGJLN!#HIJHN!
To develop a community based central visitor center to promote, support, and organize local
Tela attractions and tourism services. (See Appendix 34 for Tela Visitor Center Business
Plan.)
*NLQMFJO!PIQ!KPFGSGJGHO!GIVHIJLNW!
To inventory available research facilities and programs that are currently offered in Tela and
to create brochures and website for the scientific and academic tourists. (See Appendix 37
for Brief Guideline for Inventory of Research Facilities and Programs.)
.NGHIQO!LK!JZH!'PJGLIPS!*PNaO!*NL\NPR!
Assist the maintenance and administration of the national parks through volunteer programs
and financial support. (See Appendix 38 for Friends of the National Parks Program.)
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!
3PIFHJGSSP!7LJPIGFPS!(PNQHIO!7GNQ!#LMIJ!PIQ!#LIKHNHIFH!
The Lancetilla Botanical Gardens Bird Count and Conference will!introduce Honduras into
the North American birding market through a conference targeted at North American
birding experts. (See Appendix 39 for Lancetilla Botantical Gardens Bird Count and
Conference Business Plan, Appendix 40 for Lancetilla Birding Event Key Contacts,
Appendix 41 for Lancetilla Marketing Plan, Appendix 42 for American Birding Association’s
Conference Guidelines (Best Practices), and Appendix 43 for Outline of Registration Form.)
,HSP!2LSMIJHHN!#LLNQGIPJLN!
To provide overall coordination and management of Tela-focused volunteer programs. (See
Appendix 44 for Sample Volunteer Form.)!
,NPGS!*NLQMFJ!0HVHSLYRHIJ!*SPI!
Plan, construct, and map new multi-use trails in the Jeanette Kawas National Park, Punta
Izopo National Park, and Lancetilla Botanical Gardens to attract more SAVE tourists and
provide adequate support services for activities such as hiking, wildlife watching, and
research. (See Appendix 32 for Trail Product Development Guide.)
,HFZIGeMHO!LI!6Lc!JL!$OJPXSGOZ!*PNa!%MYYLNJ!%HNVGFHO!
To demonstrate benefits and techniques for developing national parks for better access and
improved tourist satisfaction. (See Appendix 33 on Case Study on Techniques on How to
Establish Park Support Services.)
,HSP!6GOJLNGFPS!PIQ!"NFZGJHFJMNPS!+HVGVPS!
To promote the historical value and significance of the Tela area as a SAVE tourist
attraction. (See Appendix 31 on Tela Historical and Architectural Revival.)
([email protected]!QH!1PWL!#NPKJO!PIQ!;LLQcLNaGI\!#HIJHN!
The development of a workshop to showcase Garifuna wood-worked crafts and
craftsmanship. (See Appendix 45 on Garifuna 3 de Mayo Crafts and Woodworking Center
Business Plan.)
T0PIFGI\!cGJZ!JZH!(PNGKMIPU!
An interactive experience where individuals learn the story of the Garifuna community
through their story telling, music and dance. (See Appendix 46 on “Dancing with the
Garifuna” Business Plan.)
#MSJMNPS!GRRHNOGLI!YNL\NPRO!
To develop cultural immersion programs in Garifuna communities, starting with Garifuna
Living Culture Program, to meet the needs of education tourists who seek to expand cultural
knowledge. (See Appendix 47 on Garifuna Cultural Immersion Program.)
37
Instituto Hondureno De Turismo
GW MBA Consulting Practicum Final Report
=?!
+$#)11$'0$0!*&3),!*+)o$#,%!
!
In order to stimulate product development on the North Coast and Bay Islands, GW
recommends that IHT fund several pilot projects. Recommendations for projects are based
upon their ability to positively impact the destination and the ease with which they could be
implemented. We recommend $15,000 USD be funded to initiate each pilot project,
bringing the total for the four projects to $60,000 USD. The following list summarizes the
pilot projects, however, more detail can be found in the product sections of the
corresponding sites, as well as the referenced appendices.
Cayos Cochinos
$15,000
=?<=!
+
Roatan
$15,000
+
La Ceiba
$15,000
+
Tela
$15,000
=
,LJPS!*GSLJ!*NLnHFJ!7MQ\HJ!
hd?/???!
7"8!&%3"'0%9!!#"8)%!#)#6&')%!"'0!+)","'!
=OJ!"IIMPS!#PWLO!#LFZGILO!%HP!#HSHXNPJGLI
This celebration will be an annual event at Cayo Menor’s research station. The Cayos
Cochinos Foundation will be responsible for hosting the event and as such will provide
transportation for key individuals as well as staff the event. The purpose of the event is to
provide Cayos Cochinos Foundation with connections to scientists, scholars, NGOs and
celebrity endorsers. IHT’s role in this event will be to provide funds and technical support
for program design, implementation and evaluation.!!
!
+HPFZ!+LPJPI!*NLnHFJ
Roatan is one destination that currently attracts mass amounts of tourist each year; yet as
many of the visitors arrive via cruise ships, they do not always know Roatan is a Honduran
destination. By targeting marketing efforts at these tourists, Honduras would not only boost
its mind share, but also build a positive image for other destinations including the North
Coast. Drawing repeat visits could be accomplished through discount promotions and other
marketing strategies, possibly using the St. Kitts hotel discount promotion targeted at cruise
passengers. Funding would specifically be used for the design, production, and distribution
of marketing materials.
=?<>!
3"!#$&7"!!
3PI\MP\H!$]FZPI\H!*NL\NPR
This program would be aimed at improving the language skills of Honduran hospitality
workers. Students and professionals would come from the United States and other
countries and in exchange for Spanish lessons, would provide English lessons to current or
prospective hotel workers, tour guides, information center workers, etc. There would not be
a significant need for facilities, as Spanish lessons would be conducted through local
language schools, whereas the English lessons would occur at schools, as well as on-site for
highly contextual training. An online training course, perhaps designed through GW, would
ensure that participants are qualified to teach English. Marketing the program would not be
complicated, as the major websites and publications for students studying abroad have been
identified by GW and currently reside in the SAVE contact database. However, funding
would be needed to execute the marketing efforts. This pilot project, if successful, could be
replicated in Copán and several other cities in Honduras.
!
38
Instituto Hondureno De Turismo
GW MBA Consulting Practicum Final Report
=?<@!
,HSP
3PIFHJGSSP!7GNQGI\!$VHIJ
Planning an annual special event in Tela will help the municipality to raise awareness among
the SAVE market as well as develop repeat visitation. The annual bird counting event at
Lancetilla Botanical Gardens could be developed into a multi-day conference that will attract
bird researchers and enthusiasts alike. The existing event can be augmented by offering an
extended conference schedule with attractions such as keynote speakers, how-to clinics, or
in-depth discussions on certain bird-related topics. This event would likely be a successful
pilot project since the counting day is already established among a small community of bird
enthusiasts. Furthermore, it will generate income through increased visitation and longer
lengths of stay, as well as enhance the area’s reputation among the birding community. The
Appendix includes the event marketing plan which recommends how the funding for the
pilot project shall be allocated to keynote speakers and ad placement. (See Appendix 39 for
Lancetilla Botantical Gardens Bird Count and Conference Business Plan, Appendix 40 for
Lancetilla Birding Event Key Contacts, Appendix 41 for Lancetilla Marketing Plan,
Appendix 42 for American Birding Association’s Conference Guidelines (Best Practices),
and Appendix 43 for Outline of Registration Form.)!
39
Instituto Hondureno De Turismo
GW MBA Consulting Practicum Final Report
==!
#)'#3-%&)'!
With its wealth of natural and cultural resources, the North Coast and Bay Islands of
Honduras have the potential to be a very attractive destination for North American SAVE
market. Yet, this market currently has little awareness of the opportunities present within
the region. GW has therefore identified the most significant organizations within the North
American SAVE market (as contained in the database) and designed a campaign by which to
reach them. GW believes that through employing the specified marketing efforts, for which
we recommend the allocation of approximately $200,000, IHT can make significant inroads
towards capturing the North American SAVE market.
For the North Coast and Bay Islands to realize its full potential as a SAVE destination,
however, actions must also be taken at the destination level. IHT’s role in this process will
again be pivotal. Most importantly, IHT must encourage expanded product development to
diversify the region’s attractions. By allocating $15,000 towards each of the four
recommended pilot projects, IHT can directly assist in launching products that will provide a
stimulus to the entire destination. IHT can also provide institutional support to
entrepreneurs with new product ideas, including those identified through the GW product
development workshops. In order to provide this support, however, it is imperative that
IHT work to facilitate and or strengthen connections among the region and nation’s
principal tourism stakeholders. Through leading a coordinated effort, IHT will take major
strides towards making the North Coast and Bay Islands a favored destination for the North
American SAVE market.
40
Instituto Hondureno De Turismo
GW MBA Consulting Practicum Final Report
=>!
+$.$+$'#$%
Academic Travel Abroad. (n.d.). J2,*9/$E.7#<'()#$*<$;&+'2$K*62L Retrieved June 19, 2003,
from http://www.academic-travel.com/ata/tour.asp?tourid=472
Adventure Life Journey. (n.d.) ;&+'+$K*62L Retrieved June 19, 2003, from
http://www.adventure-life.com/costa/tr8.html
Belize Tourism Board. (n.d.). -')2'#G*6$M*+*&<$J&)$I#9*H#$!&()*+,$3<$!"#[email protected]#N$>*99#<<*(,L
Retrieved June 20, 2003, from http://www.belizetourism.org/policy.html
Blue Flag. (n.d.). I9(#$J92G$;2,=2*G<L Retrieved July 30, 2003, from
http://www.blueflag.org/
Central Intelligence Agency (2002). ;3E$8&)9.$J26'A&&O$BCCB$D&<.()2+L$$Retrieved July 28,
2003, from http://www.cia.gov/cia/publications/factbook/geos/ho.html
Costa Rica. (n.d.). ;&+'2$K*62$!&()*+,$I&2).L Retrieved June 19, 2003, from
http://www.visitcostarica.com/ict/paginas/tourismboard.asp
Earthwatch Institute. (n.d.). ;&+'2$K*62P+$!)&=*629$J&)#+'+L Retrieved June 19, 2003, from
http://www.earthwatch.org/expeditions/olson.html
Elderhostel. (n.d.) 1)&G)2,+L Retrieved June 26, 2003, from
http://www.elderhostel.org/programs/search_res.asp?keyword=belize
Honduran Institute of Tourism and World Bank (2000). D&<.()2+$-(+'2*<2A9#$;&2+'29$!&()*+,$
1)&Q#6'0$1)&Q#6'$4<7*)&<,#<'29$E++#++,#<'. English Draft.
Howard, Marion and Bruce Potter. (2002, May 10). -,299$3+92<.+$R*,*'+$&S$E66#='2A9#$;"2<G#L
Formal discussion initiation. Message posted
http://www.csiwisepractices.org/?read=420
Humphrey, C. (2000). >&&<$D2<.A&&O+$D&<.()2+$(pp. 117, 125-127). Emeryville, CA: Avalon
Travel Publishing.
Institute Honduras of Tourism (n.d.). R#'P+$G&$D&<.()2+L Retrieved July 28, 2003, from
http://www.letsgohonduras.com/web/
International Expeditions. (n.d.) ;&+'2$K*62L Retrieved June 19, 2003, from
http://www.ietravel.com/itindisplay.asp?navid=0&id=2&itinid=38&ieid=596453
Ministerio Del Ambiente Y Energia Sistema Nacional de Areas de Conservacion (2000).
E9A#)G(#+$/$J26*9*.2.#+$12)2$R2$3<7#+'*G26*T<$#<$#9$-*<26. Costa Rica.
Oceanic Society. (n.d.). I#9*H#$J*#9.$-'2'*&<L Retrieved June 26, 2003, from
http://www.oceanic-society.org/pages/alltrips/rschtrip1.html
Programme For Belize. (n.d.). J26*9*'*#+$:$E6'*7*'*#+L$$Retrieved June 26, 2003, from
http://www.pfbelize.org/facilities.html
41
Instituto Hondureno De Turismo
GW MBA Consulting Practicum Final Report
Stueve, A., Cook, S., & Drew, D. (2002). !"#$%#&'&()*+,$-'(./0$$1"2+#$3$45#6('*7#$-(,,2)/L
Washington, D.C.: Travel Industry Association of America.
Tourismo Sustainable. (n.d.) ;#)'*S*62'*&<$S&)$-(+'2*<2A9#$!&()*+,L$$Retrieved from July 30,
2003, from http://www.turismo-sostenible.co.cr/EN/sobreCST/about-cst.shtml
Wearing, S. (2001). M&9(<'##)$!&()*+,0$-##*<G$45=#)*#<6#+$'"2'$>2O#$2$U*SS#)#<6#. New York,
NY: Wallingford, Oxon.
World Bank (2003). -(+'2*<2A9#$;&2+'29$1)&Q#6'L$$Retrieved July 28, 2003, from
http://www4.worldbank.org/sprojects/Project.asp?pid=P057859
42
Instituto Hondureno De Turismo
GW MBA Consulting Practicum Final Report
3&%,!).!"**$'0&#$%!
!
Appendix 1:
Appendix 2:
Appendix 3:
Appendix 4:
Appendix 5:
Appendix 6:
Appendix 7:
Appendix 8:
Appendix 9:
Appendix 10:
Appendix 11:
Appendix 12:
Appendix 13:
Appendix 14:
Appendix 15
Appendix 16:
Appendix 17:
Appendix 18:
Appendix 19:
Appendix 20:
Appendix 21:
Appendix 22:
Appendix 23:
Appendix 24:
Appendix 25:
Appendix 26:
Appendix 27:
Appendix 28:
Appendix 29:
Appendix 30:
Appendix 31:
Appendix 32:
Appendix 33:
Appendix 34:
Appendix 35:
Appendix 36:
Appendix 37:
Appendix 38:
Appendix 39:
Appendix 40:
Appendix 41:
Appendix 42:
Appendix 43:
Appendix 44:
Appendix 45:
Appendix 46:
Appendix 47:
Appendix 48:
Appendix 49:
!"#$%#&'&()*+,$-'(./0$$1"2+#$3$45#6('*7#$-(,,2)/
SAVE Questionnaires for Primary Research
Users Manual and Database of SAVE related Organizations
Competitive Indices Definitions
Analysis of Marketing Plans
Analysis of Itineraries for Benchmarks
Strengths & Weaknesses of Honduras, Costa Rica, & Belize
SAVE Market Key New Contacts
Example of an Innovative Meet and Greet Event
Costa Rica’s Visitor’s Guide
Example of Strong Portal Site
SAVE Market Advertising Venues
Detailed Budget Sample Costs Based on Actual Costs
Job Description of Volunteer Coordinator
Cayos Cochinos Foundation Business Plan
Plantation Beach Resort Business Plan
Concept Paper: Bay Islands Garifuna Village Development
Case Study on Anthony’s Key Resort !
Air and Ferry Transportation of La Ceiba
Aid related Projects
La Ceiba Language Schools
La Ceiba’s official Fiesta: La Feria De San Isidro
Concept Paper on New Project Bulletin
La Ceiba Business Development Workshop Attendee List
Yurumey Tours Marketing Plan
Rehdes Foundation Business Plan
Omega Tours Business Plan
FUNAPIB Marketing Plan
Concept Paper on Adopt a Hectare!
Concept Paper on Language Exchange Program
Tela Historical and Architectural Revival
Trail Product Development Guide
Case Study on Techniques on How to Establish Park Support Services
Tela Visitor Center Business Plan
Strategic Committee Plan
“Specific Needs of Client” Form
Brief Guideline for Inventory of Research Facilities and Programs
Friends of the National Parks Program
Lancetilla Botanical Gardens Bird Count and Conference Business Plan
Lancetilla Birding Event Key Contacts
Lancetilla Marketing Plan
American Birding Association’s Conference Guidelines (Best Practices)
Outline of Registration Form
Sample Volunteer Form
Garifuna 3 de Mayo Crafts and Woodworking Center Business Plan
“Dancing with the Garifuna” Business Plan
Garifuna Cultural Immersion Program
Next Action Step
Model Training Program and Costs
43
Instituto Hondureno De Turismo
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&3)0%06)*&3*.34*<&11&3'3066*)"*#.$*9"%*:"%0*851)5%.11$*.34*03/&%"3:03).11$O6036&)&/0*9.8&1&)&06*.34*60%/&806;
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=82'*&92:$%#&;)2<"*6$!)27#:#)>!3?
Instituto Hondureno De Turismo
GW MBA Consulting Practicum Final Report
"**$'0&D!>9!!%"2$!i-$%,&)''"&+$%!.)+!*+&1"+8!+$%$"+#6!
!
!
%#&$',&.&#!(+)-*!i-$%,&)''"&+$!
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0HYPNJRHIJ!LK!,LMNGOR!PIQ!6LOYGJPSGJW!1PIP\HRHIJ!
Prepared for
The Honduras Institute of Tourism!(IHT)
1.! What are the five most common destinations for international travel opportunities in your area of
interest?
1.! Do you currently travel to Honduras, Costa Rica, or Belize? (If yes, please see below for additional
questions.)
!! If NOT Honduras, why not? (Is there no pull from the market place? Have you heard bad
things about Honduras? Etc.)
!! If YES to Costa Rica or Belize, what do they offer (if anything) that you believe you cannot
find in Honduras?
2.! What activities do your travelers seek?
!! What is required in regard to accommodations, food, transportation, etc. when traveling?
!! What sort of infrastructure is essential (i.e., hot water, electricity, T.V., Internet. Or is rugged
ok?)?
!! What intangible experiences are your travelers seeking?
!! What do they like to do in their leisure time?
3.! How might IHT build strong relationships with groups such as yours? (e.g. Is a FAM trip required?
How can the Government help you to market itineraries to Honduras? How can a relationship
between IHT and your group be mutually beneficial?)
4.! Who in your organization should IHT contact?
5.! How important is price to your travelers compared to uniqueness of trip, quality of learning
experience, unspoiled-ness of location, etc.?
6.! Who are the top researchers, if any, in your field?
7.! What are the most well-read periodicals or journals in your field of interest that Honduras might
advertise in?
8.! Is there one particular publisher that publishes the most well-read guides in your field of interest?
9.! What other travel interests might your colleagues have (e.g. marine wildlife, beaches, coral reefs,
rainforests)? !
69
Instituto Hondureno De Turismo
GW MBA Consulting Practicum Final Report
!"#$%&'$(&)%*+(,$(+$-".$/0+("$1.-+()+2)%/3"$*!"
1.! What is the general profile of your customers on the Honduras trips?
2.! How many people have you sent to Honduras in the last year?
3.! Is it a successful program? Do you have plans to enhance or cut back the program?
4.! What specifically would make the program more successful?
5.! What are travelers’ general impressions about Honduras before and after their trip or
their general impressions on the trip itself?
6.! Do you recommend any particular sites or places to stay?
7.! What do you think Honduras needs to do or have in order to foster more interest
among your customers?
8.! How are your trips advertised (What is the main base form which you derive your
customers?)?
9.! What made you start this trip? What is the demand?
10.!How long has it been running? Do you see more or less interest in it?
11.!Would you be receptive to itinerary or new accommodation suggestions from IHT
for added-on segments of the trip or even a new trip?
12.!Who are your current local guides? Would it be helpful or enhance your trip if we
could point match you up with local experts in particular fields?
70
Instituto Hondureno De Turismo
GW MBA Consulting Practicum Final Report
!
!
!
"#"0$1&#!(+)-*!i-$%,&)''"&+$!
%FZLLS!LK!7MOGIHOO!PIQ!*MXSGF!1PIP\HRHIJ!
0HYPNJRHIJ!LK!,LMNGOR!PIQ!6LOYGJPSGJW!1PIP\HRHIJ!
Prepared for
The Honduras Institute of Tourism (IHT)
0LHO!WLMN!GIOJGJMJGLI!FMNNHIJSW!LKKHN!OJMQW!PXNLPQ/!%YPIGOZ!PXNLPQ/!LN!LJZHN!PFPQHRGF!JNPVHS!
LYYLNJMIGJGHO!KLN!OJMQHIJO/!PSMRIG/!PIQfLN!KPFMSJWp!
!
1.! What are the five most common destinations for academic travel at your institution?
2.! Do you currently offer programs in to Honduras, Costa Rica, or Belize? (If yes, see below for more
questions.)
!! If NOT Honduras, why not? (Is there no pull from students? Have you heard bad things
about Honduras? Etc.)
!! If YES to Costa Rica or Belize, what do they offer (if anything) that you believe you cannot
find in Honduras?
3.! What activities do these travelers seek?
!! What is required in regard to accommodations, food, transportation, etc. when traveling?
!! What sort of infrastructure is essential (i.e. hot water, electricity, T.V., Internet. Or, is rugged
ok?)?
!! What intangible experiences are academic travelers seeking?
!! What do they like to do in their leisure time?
4.! How might IHT build strong relationships with institutions such as yours? (e.g. Is a FAM trip
required? How can the Government help you to market trips to Honduras? How can a relationship
between IHT and your group be mutually beneficial?)
5.! Who in your organization should IHT contact?
6.! How important is price to your students compared to uniqueness of trip, quality of learning
experience, unspoiled-ness of location, etc.?
7.! What are the most well-read academic travel periodicals or journals that Honduras might advertise
in?
8.! Is there one particular publisher that publishes the most well-read guides?
9.! What other travel interests might your colleagues/students have (e.g. marine wildlife, beaches, coral
reefs, rainforests)?
71
Instituto Hondureno De Turismo
GW MBA Consulting Practicum Final Report
)N\PIG[PJGLIO!JZPJ!PSNHPQW!JNPVHS!JL!6LIQMNPO9
1.! What is the general profile of your customers on the Honduras trips?
2.! How many people have you sent to Honduras in the last year?
3.! Is it a successful program? Do you have plans to enhance or cut back the program?
4.! What specifically would make the program more successful?
5.! What are travelers’ general impressions about Honduras before and after their trip or their general
impressions on the trip itself?
6.! Do you recommend any particular sites or places to stay?
7.! What do you think Honduras needs to do or have in order to foster more interest among your
students/travelers?
8.! How are your trips advertised? (What is the main base form which you derive your customers?)
9.! What made you start this trip? What is the demand?
10.!How long has it been running? Do you see more or less interest in it?
11.!Would you be receptive to itinerary or new accommodation suggestions from IHT for added-on
segments of the trip or even a new trip?
12.!Who are your current local guides? Would it be helpful or enhance your trip if we could point match
you up with local experts in particular fields?
72
Instituto Hondureno De Turismo
GW MBA Consulting Practicum Final Report
"
!
2)3-',$$+!(+)-*!i-$%,&)''"&+$!
%FZLLS!LK!7MOGIHOO!PIQ!*MXSGF!1PIP\HRHIJ!
0HYPNJRHIJ!LK!,LMNGOR!PIQ!6LOYGJPSGJW!1PIP\HRHIJ!
Prepared for
The Honduras Institute of Tourism (IHT)
1.! What are the five most common destinations for volunteer travel at your institution?
2.! Do you specialize in any one form of volunteering? (e.g. ESL, conservation, forestry, children)
3.! Do you currently offer programs in to Honduras, Costa Rica, or Belize? (If yes, see below for more
questions.)
!! If NOT Honduras, why not? (Is there no pull from volunteers? Is it a lack of relationships to
local NGOs? Have you heard bad things about Honduras?, etc.)
!! If YES to Costa Rica or Belize, what do they offer (if anything) that you believe you cannot
find in Honduras?
4.! What activities do these travelers seek beyond the volunteer experience?
!! What is required in regard to accommodations, food, transportation, etc. when traveling?
!! What sort of infrastructure is essential (i.e. hot water, electricity, T.V., Internet. Or is rugged
ok?)?
!! What intangible experiences are volunteer travelers seeking?
!! What do they like to do in their leisure time?
5.! How might IHT build strong relationships with organizations such as yours? (e.g. Is a FAM trip
required? How can the Government help you to market trips to Honduras? How can a relationship
between IHT and your group be mutually beneficial? Can IHT help establish connections with
NGO’s that need volunteers?)
6.! Who in your organization should IHT contact?
7.! How important is price to your volunteers compared to uniqueness of trip, quality of learning
experience, unspoiled-ness of location, etc.?
8.! What are the most well read volunteer travel periodicals or journals that Honduras might advertise
in?
9.! Is there one particular publisher that publishes the most well read guides?
10.!What other travel interests might your volunteers have (e.g. marine wildlife, beaches, coral reefs,
rainforests)?
73
Instituto Hondureno De Turismo
GW MBA Consulting Practicum Final Report
)N\PIG[PJGLIO!JZPJ!PSNHPQW!ZPVH!YNL\NPRO!GI!6LIQMNPO9
1.! What is the general profile of your volunteers on the Honduras trips?
2.! How many people have you sent to Honduras (in the last year?)?
3.! Is it a successful program? Plans to enhance or cut back the program?
4.! What specifically would make the program more successful?
5.! What are the general impressions before and after their trip about Honduras or the trip itself?
6.! Do you recommend any particular sites or places to stay?
7.! What do you think Honduras needs to do or have in order to foster more interest among your
volunteers?
8.! How are your trips advertised (What is the main base form which you derive your customers?)?
9.! What made you start this trip? What is the demand?
10.!How long has it been running? Do you see more or less interest in it?
11.!Would you be receptive to itinerary or new accommodation suggestions from IHT for added-on
segments of the trip or even a new trip?
12.!Who are your current local guides? Would it be helpful or enhance your trip if we could point match
you up with local experts in particular fields?
74
Instituto Hondureno De Turismo
GW MBA Consulting Practicum Final Report
!
!
$0-#",&)'"3!(+)-*!i-$%,&)''"&+$!
%FZLLS!LK!7MOGIHOO!PIQ!*MXSGF!1PIP\HRHIJ!
0HYPNJRHIJ!LK!,LMNGOR!PIQ!6LOYGJPSGJW!1PIP\HRHIJ!
Prepared for
The Honduras Institute of Tourism (IHT)
1.! What are the five most common destinations for international travel opportunities in your area of
interest?
2.! Do you currently travel to Honduras, Costa Rica, or Belize? (If yes, see below for more questions.)
!! If NOT Honduras, why not? (Is there no pull from the market place? Have you heard bad
things about Honduras?, etc.)
!! If YES to Costa Rica or Belize, what do they offer (if anything) that you believe you cannot
find in Honduras?
3.! What activities do your travelers seek?
!! What is required in regard to accommodations, food, transportation, etc. when traveling?
!! What sort of infrastructure is essential (i.e. hot water, electricity, T.V., Internet? Or, is
rugged ok?)?
!! What intangible experiences are your travelers seeking?
!! What do they like to do in their leisure time?
4.! How might IHT build strong relationships with groups such as yours? (e.g. Is a FAM trip required?
How can the Government help you to market itineraries to Honduras? How can a relationship
between IHT and your group be mutually beneficial?)
5.! Who in your organization should IHT contact?
6.! How important is price to your travelers compared to uniqueness of trip, quality of learning
experience, unspoiledness of location, etc.?
7.! Who are the top researchers, if any, in your field?
8.! What are the most well-read periodicals or journals in your field of interest that Honduras might
advertise in?
9.! Is there one particular publisher that publishes the most well-read guides in your field of interest?
10.!What other travel interests might your colleagues have (e.g. marine wildlife, beaches, coral reefs,
75
Instituto Hondureno De Turismo
GW MBA Consulting Practicum Final Report
)N\PIG[PJGLIO!JZPJ!PSNHPQW!JNPVHS!JL!6LIQMNPO9
1.! What is the general profile of your customers on the Honduras trips?
2.! How many people have you sent to Honduras in the last year?
3.! Is it a successful program? Do you have plans to enhance or cut back the program?
4.! What specifically would make the program more successful?
1.! What are travelers’ general impressions about Honduras before and after their trip or their general
impressions on the trip itself?
5.! Do you recommend any particular sites or places to stay?
6.! What do you think Honduras needs to do or have in order to foster more interest among your
customers?
7.! How are your trips advertised? (What is the main base form which you derive your customers?)
8.! What made you start this trip? What is the demand?
9.! How long has it been running? Do you see more or less interest in it?
10.!Would you be receptive to itinerary or new accommodation suggestions from IHT for added-on
segments of the trip or even a new trip?
76
Instituto Hondureno De Turismo
GW MBA Consulting Practicum Final Report
"**$'0&[email protected]!!-%$+%!1"'-"3!.)+!0","7"%$!).!%"2$!+$3",$0!
)+("'&^",&)'%!
77
Instituto Hondureño de Turismo
Database
Basic User’s Guide
Introduction
When the database is opened, the following switchboard will automatically pop-up on the screen.
Click on the “Open IHT
Contacts Form” button to
begin using the database.
Name/Address Tab
The database has six tabs, each containing different types of information. The main page of the database
is the Name/Address tab.
This is the name of the
organization you are looking at.
When making changes to the
name, type it into either location.
This is the primary contact for this
organization. If there are others
whose names you’d like to
record, use the “notes” tab.
The other contact information
tabs are self-explanatory. Fill in
the appropriate address, phone
numbers, web address, and email.
Use these arrows to
scroll through the
various contacts in the
database. The arrows
with a line will take you
to the very beginning or
the very end of the list.
Use the arrow with a
star next to it to add a
new contact. This
number indicates how
many contacts in the
database.
The “Roles” box is an
important section. This is
where you indicate what
role the constituent has
for the IHT. More than
one role is a possibility for
each contact. There is a
drop-down list to choose
from; however, you may
create new roles, by
clicking the “new” button.
You can also filter all the
contacts by their role by
clicking the “Filter by
Role” button.
The “Pending Actions” box
is simply a summary of any
actions from the “Actions”
tab that are not yet
complete.
Travel Program Details Tab
The Travel Program Details tab lists pertinent information about the organization/constituent.
This tab lets you know the name
of the person who made original
contact with the organization.
This box is an area to
keep notes about
specific interviews. The
GWU team indicated
“Hot Prospect” for the
organizations that the
IHT ought to contact
right away.
It is sometimes useful
to include interesting
information from a
constituent’s website.
Countries and Issues Tab
The Countries and Issues tab indicates which countries an organization is currently working in or has an
interest in working in. The issues section indicates areas of expertise.
The drop down menus let you
choose from a variety of
countries. New countries or
regions can be added by pressing
the “add” button.
The drop down menus let
you choose from a variety
of issues. New issues can
be added by pressing the
“add” button.
Goals and Strategy Tab
The Goals and Strategy tab is where you make your yearly plan for each constituent. Only one
goal/strategy should be set per year. More detailed objectives and tasks are logged in the Actions tab (see
next page).
The top portion of this form
(with a white background), is
a summary of all the logged
Goals. If you put the cursor
in any of these boxes, the
details will pop up in the
bottom (blue) portion of the
form.
The bottom portion of this form
(with a blue background) is where
you type all the details of the
Goal. Once it is filled out
completely, the upper (white)
portion of the form will populate
automatically with the summary
details.
Actions Tab
The Actions tab is where you record the details of the activities you plan to make or have made in the
past. This is an important tab to keep historical record of all activity with a constituent.
This is the type of action. You
can choose from the drop down
menu of several types of actions,
or add a new type of action, by
clicking the add button.
Use these fields to set the priority
level, the date the action should
be or was taken, and whether the
action is pending or complete.
Indicate which specific program
the action refers to, or add a new
program by clicking the add
button.
Any other information you’d like
to note can go in the actions note
field. The action outcome field is
for tracking performance.
The top portion of this form
(with a white background), is a
summary of all the actions
completed or pending to date.
If you put the cursor in any of
these boxes, the details will pop
up in the bottom (blue) portion
of the form.
The bottom portion of this form
(with a blue background) is
where you type all the details of
the action. Once it is filled out
completely, the upper (white)
portion of the form will
populate automatically with the
summary details.
The action should be assigned to
someone in the drop down box,
or you can add a new name by
clicking the add button.
Notes Tab
The Notes tab is simply to keep track of other information about a constituent. For example, you may put
alternative addresses or other contacts in this section.
The top portion of this form
(with a white background), is a
summary of all the notes. If you
put the cursor in any of these
boxes, the details will pop up in
the bottom (blue) portion of the
form.
The bottom portion of this form
(with a blue background) is
where you type all the details of
the note. Once it is filled out
completely, the upper (white)
portion of the form will
populate automatically with the
summary details.
Other Details
The database has many, many functions and capabilities, such as mail merge, export to Excel or Word,
search, and filter (to name only a few), all of which are detailed in the Microsoft Access help menu, or
through your Access Database users manual. The most commonly used function is the Find feature.
(1) To search for a given word in a
field, begin by putting the cursor in
the correct field, then click the
binoculars icon or key stoke “CTRL
F”, which will open the Find
dialogue box.
(2) Type in the word you
are searching for. Less
detail is better here, in case
of input error. For example,
it would be better to search
for “Wings” instead of
“Wings Birding Tours.”
(3) Make sure your
cursor is in the correct
field.
(4) Scroll to match
“Any Part of Field.”
(5) Press “Find Next”
until you find the
contact you are
seeking.
Instituto Hondureno De Turismo
GW MBA Consulting Practicum Final Report
!
"**$'0&D!b9!!#)1*$,&,&2$!&'0&#$%!0$.&'&,&)'%!
"
*NGFH! #LRYHJGJGVHIHOO! &IQH] – tourism price index across countries. This figure is
computed by utilizing the Hotel Price Index and the PPP Index. ‘0’ represents the least
competitive country and ‘100’ represents the most competitive country.
6MRPI!,LMNGOR!&IQH] – measures the human development achievement in the aspect of
tourism. This index is in line with various kinds of human development indices constructed
by the United Nations Development Program (UNDP) to measure human achievement in
various aspects of human development. This figure is calculated by taking the average of the
Tourism Participation Index (TPI) and the Tourism Impact Index (TII).
&IKNPOJNMFJMNH!&IQH] - measures the combination of the Road Index, the Sanitation Index,
and the Water Access Index (Railway Index is not included).
$IVGNLIRHIJ! &IQH] – measures the combination of the Population Density Index, the
Carbon Dioxide Index, and the Environmental Treaties Index.
,HFZILSL\W! &IQH] – measures the overall Technology Index, which includes the
combination of the Internet Index, Telephone Index, Mobile Phone Index, and High
Technology Index.
6MRPI!+HOLMNFHO!&IQH] – index is proxied by using the Education Index obtained from
the UNDP report of 2001. It consists of the adult literacy rate and the combination of the
primary, secondary, and tertiary gross enrollment ratio.
)YHIIHOO! &IQH] – measures an aggregate index combining the Visa Index, Tourism
Openness Index, Trade Openness Index, and Taxes on International Trade Index.
%LFGPS! &IQH] – measures an aggregate social index combining the Human Development
Index, Newspaper Index, Television Index (Total Crime is not included).
87
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"**$'0&D!B9!!"'"38%&%!).!1"+E$,&'(!*3"'%!
#)%,"!+&#"!
Plan initiated by Costa Rica Tourism Board (ICT)
– government institute
7$3&^$!
Plan initiated by Belize Ministry of Tourism
*3"'!)7o$#,&2$%9!
!! To encourage & retain the presence of
foreign visitors in the country
!! To promote construction & maintenance of
infrastructure for tourists
!! To make the necessary international
promotion so that Costa Rica becomes a
known destination
!! To promote & watch over tourism activity
from the private sector
!! To regulate the activity of hotels, travel
agencies, car rental companies, and other
enterprises which have obtained the touristic
declaratory (issued by the ICT)
!! To encourage a strong “eco-ethic”
!! To ensure environmental & socio-cultural
sustainability
!! To promote equitable distribution of
economic benefits
!! To develop a strong, positive image for
Belize
*+)0-#,%9!
!! 34 national parks and protected areas
!! Abundance of fauna & flora
"! 1,000 species of butterflies
"! 850 species of birds
"! 300 species of animals
"! 2,000 species of plants
!! Tropical rain forests
!! Cloud forests
!! Canopy tours
!! Bird watching
!! Marine life observations
!! Rafting
!! Sport fishing
!! Scuba diving
!! 17 Theatres
"! 21 Art galleries
"! 15 Museums
!!
!!
!!
!!
!!
Largest barrier reef in Western Hemisphere
Tropical rainforests
Wildlife indigenous to rainforests
Mayan cities and temples
Jaguar reserve
88
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*+)0-#,!3)#",&)'%9!
!!
!!
!!
!!
!!
!!
!!
Braulio National Park
Mnuel Antonio National Park
Tortuguero National Park
Turtle Museum
Monteverde Cloud Forest Reserve
Monteverde Butterfly Garden
Arenal Volcano National Park
!!
!!
!!
!!
!!
!!
!!
!!
!!
Great Blue Hole
Lighthouse Reef Atoll
Turneffe Atoll
Glover’s Reef Atoll
Belize City
Caye Caulker
Ambergris Caye
Lamanai
Xunantunich
*+&#$9!
1HPSO!
!! Budget: US$5-10
!! Mid-range: US$10-20
!! Top-end: US$25 and upwards
!! Budget: US$3-7
!! Mid-range: US$7-10
!! Top-end: US$10 and upwards
3LQ\GI\!
!! Budget: US$5-15
!! Mid-range: US$20-30
!! Top-end: US$50 and upwards
!! Budget: US$8-15
!! Mid-range: US$15-25
!! Top-end: US$25 and upwards
0&%,+&7-,&)'9!
!!
!!
!!
!!
Travel Agents
Tour Operators
Websites
Non-profit Organizations
!! Travel Agents
!! Tour Operators
"! Offering ‘Reef to Forest’ programs
!! Websites
!! Non-profit Organizations
"! Program of Belize
"! Oceanic Society Expeditions
"! Earthwatch
*+)1),&)'!%,+",$(8!1&D9
!! Advertising
!! Public relations
!! Media tours for Discovery Channel, National
Geographic, CNN
!! Local promotion
!! Electronic marketing
!! Training programs for travel agents
!! Attending international tourism fairs
!! Direct promotion through diplomatic
missions
!! Belize press kit
"! Map of Belize
"! Visitor’s Guide
"! Visitor’s Magazine
"! Logo pin
!!
Websites
"! www.travelbelize.org
"! www.belizetourism.org
"! www.belize.gov.bz
!! Internet advertising campaign
!! Public relations
!! Fam trips
89
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"**$'0&D!d9!!"'"38%&%!).!&,&'$+"+&$%!.)+!7$'#61"+E%!
!
%#&$',&.&#!
#)%,"!+&#"!
7$3&^$!
1PGI!"FJGVGJGHO9!
!! Scientific research of the following fields
within a single location:
"! Tropical rain forests
"! Cloud forests
"! Canopy tours
"! Bird watching
"! Marine life observations
!! Scientific research of the following fields
within a single location:
"! Coral reef research
"! Marine life’s ecology & behavior
"! Excavated coral architecture
"! Behavioral ecology of dolphins, manatees
& crocodiles
,NPIOYLNJPJGLI9!
!! Rental car
!! Coach bus
!! Boat from Belize City
3LQ\GI\9!
!! Mid-range to luxurious
!! Lodging in research center facilities
!! Mid-range to luxurious
3HI\JZ!LK!%JPW9!
!! One week to one year
!! 7 – 8 days
*NGFH9!
!
!! US$1,500 - $3,000
!! US$2,000 - $2,500
"#"0$1&#!
#)%,"!+&#"!
7$3&^$!
1PGI!"FJGVGJGHO9!
!! Academic research of the following fields
within multiple locations based on interests:
"! Tropical rain forests
"! Cloud forests
"! Canopy tours
"! Bird watching
"! Marine life observations
!! Academic research of the following fields
within multiple locations based on interests:
"! Coral reef ecology program for high
school students & college undergraduates
"! Physical oceanography
"! Coral reef structures & ecology
"! Mangrove ecology
"! Tropical marine birds & mammals
"! Marine ecological research & conservation
!! Marine biology workshop for K – 12
teachers
"! Coral reef ecosystems
"! Dolphin research project
90
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"! Communicating biology concepts to
students
"! Idea exchange with Belizean field
biologists
,NPIOYLNJPJGLI9!
!! Coach bus
!! Boat from Belize City
3LQ\GI\9!
!! Budget to luxurious
!! Lodging in research center facilities
!! Mid-range to luxurious
!! Dormitory rooms
3HI\JZ!LK!%JPW9!
!! One week to three weeks
!! 7 – 8 days
*NGFH9!
!! US$1,500 - $3,000
!! US$940 - $1,400 (no air)
2)3-',$$+!
#)%,"!+&#"!
7$3&^$!
1PGI!"FJGVGJGHO9!
(San Jose):
!! Teach English to local school children
!! Plan nursing home activities
!! Work with disabled children
!! Build homes & shelters for street children
(Rural areas, national parks & botanical gardens)
!! Giving environmental education lectures
!! Sampling of plants and animals
!! Maintaining trails
!! Aid researchers on biology, conservation,
animal science and/or marine ecosystems
!! Wildlife rescue/rehab center food gathering
& site construction
!! Aid eco-tourism project with small research,
tourist facility & daily operations of site
!! Religious & medical related mission work
,NPIOYLNJPJGLI9!
!! None – stay in designated project site
!! Boat from Belize City
!! Bus between cities
3LQ\GI\9!
!! Guest homes provided by program
!! Facility lodging
!! Local hotels
!! Guest homes provided by program
3HI\JZ!LK!%JPW9!
!! One week to twelve weeks
!! Three weeks minimum
*NGFH9!
!! US$2,000 - $4,295
!! US$15 - $20 per day (no air)
91
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$0-#",&)'"3!
#)%,"!+&#"!
7$3&^$!
1PGI!"FJGVGJGHO9!
!! Sought out teaching of the following
scientific fields and/or activities within
multiple locations based on interests:
"! Tropical rain forests
"! Cloud forests
"! Canopy tours
"! Bird watching
"! Marine life observations
"! Rafting
"! Sport fishing
"! Scuba diving
!! Combination of educational experience for:
"!Marine & tropical ecology
"!Archaeology
"!Living cultures
"!Mayan ruin/temple excursion
"!Eco-adventure
,NPIOYLNJPJGLI9!
!! Coach bus
!!
!!
!!
!!
Minivan
Bus
Plane
Boat
3LQ\GI\9!
!! Budget to luxurious
!! Eco-lodging
!! Jungle resort luxury hotels
3HI\JZ!LK!%JPW9!
!! One week to three weeks
!! 3 – 19 days
*NGFH9!
!! US$1,500 - $3,000
!! US$585 - $7,000 (no air)
!
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"**$'0&D!l9!!%,+$'(,6%!m!;$"E'$%%$%!).!6)'0-+"%/!#)%,"!+&#"/!m!
7$3&^$
!
%,+$'(,6%!
;$"E'$%%$%!
#)%,"!+&#"! !!
!!
!!
!!
National Parks
Protected Areas
Reserves
HR Development
"!Active Marketing
!! Frequent Exposure on
!! Sustainable Tourism Certification
!!
!!
!!
!!
!!
!!
Cost
Deforestation
Conservation & agriculture conflict
Wildlife disturbance
Infrastructure
Environmental preservation funding
7$3&^$!
!!
!!
!!
!!
!!
!!
!!
!!
Cost
Wildlife disturbance (CR)
Infrastructure (B)
Environmental preservation funding
(B)
6)'0-+"%!
Strong Marketing & Public BTB
$8.5 million in abroad advertising
Participates in Trade Shows
Belize Tourism Board active
"!Island Beaches
"!Virgin rainforests
"!Mayan
"!Cheap
!! Monitoring Tourist impact
!!
!!
!!
!!
!!
!!
!!
!!
!!
!!
Pico Bonito National Park
High Biodiversity
Endemic Birds
Numerous Waterfalls & rivers
Indigenous Tribes
Janet Kawas National Park
Indigenous Tribes (Garifunas)
Snokleling & Diving
USGS monitoring Station
Colonial history
!!Lack of basic infrastructure for visitors
!!Poor incipient Trail System
!!Lack of Signaling
!!Land-Use conflicts in buffer zone
!!Lack of control of access to Park
!!Security
!!Lack of Financial Resources
!!Lack of Human Resources
!!Poor Road Accessibility
!!Lack of Financial Resources
!!Bioresearch Permits are time
!!Illegal Trade of Flora & Fauna
!!Poor Hygiene & Sanitation
!!Uncontrolled Fishing in Some Areas
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"**$'0&D!C9!!%"2$!1"+E$,!E$8!'$;!#)',"#,%!
The database contains information for over one hundred SAVE organizations and contacts.
The GWU students contacted over half of these groups and the findings and conversation
transcripts can be found in the database. The following list is a summary of those
organizations which stand out for either indicating interest in working with IHT or for the
fact that they are key figures in the SAVE market.
%FGHIJGKGF
Earth Watch Institute
Global Vision International
Greenforce Conservation
"FPQHRGF
Bridge – Linguatec
Languages Abroad
University Study Abroad Consortium
2LSMIJHHN
Internatioal Volunteer Program Association
Amizade
I to I Tour Operator
$QMFPJGLIPS Smithsonian Journeys
Natural Habitat Adventures
The Nature Conservancy
94
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"**$'0&D!A9!!$D"1*3$!).!"'!&'')2",&2$!1$$,!"'0!(+$$,!$2$',!
A representative from the Hawaii Tourism Board came to Washington D.C. and instead of
inviting hundreds of people to attend a conference, she invited 12 major magazine editors in
the area to lunch at one of the nicest restaurants in the city. Over lunch she presented solid
information about the state of the industry in Hawaii and current best and new practices that
followed the current trends and stood out as innovative. For example, she pointed out the
tour operator that recently purchased a fleet of helicopters that emitted half the noise of the
old versions and featured more wrap-around windows for better viewing. She also discussed
the shift in Hawaii towards the spiritual spa-type tourism. She gave out press materials and
presented leis and a fine meal. All the while, the attendants were encouraged to share their
stories and anecdotes about Hawaii, giving the Tourism Board representative chance to
collect relevant information about perceptions of the destination among a key group of
people that are in the position to share their knowledge of the place. The participants felt
the warmth and welcoming of Hawaii, learned about the newsworthy offerings of the
destination and Hawaii was then fresh on their mind for articles or discussions back at their
own organizations. At the same time, the representative left with better knowledge of media
perceptions of her state and left with some new ideas how to market to their audiences.
!
95
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"**$'0&D!=?9!!#)%,"!+&#"g%!2&%&,)+g%!(-&0$!
!
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!
"**$'0&D!==9!!$D"1*3$!).!"!%,+)'(!*)+,"3!%&,$!
!
$
-&()6#0$$"''=0VVNNNLS*)+'G&7LG&7$
!
!
97
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$
98
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!
"**$'0&D!=>9!!%"2$!1"+E$,!"02$+,&%&'(!2$'-$%!
The GWU team asked the various SAVE organization contacts which publications and
magazines in which they most often advertised and which were most often consulted by
their customers. The following is a summary of the key venues identified as good places to
advertise to the SAVE market.
%FGHIJGKGF
Nature Magazine
Birding Magazine
National Geographic
"FPQHRGF
Smithsonian Magazine
Global Study Break
Transitions Abroad
2LSMIJHHN
Lonely Planet
Volunteer Abroad.com
Rough Guides
$QMFPJGLIPS Gorp.com
Backpackers.com
National Geographic Explorer
99
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"**$'0&[email protected]!!0$,"&3$0!7-0($,!%"1*3$!#)%,%!7"%$0!)'!"#,-"3!#)%,%!
*+&',&'(!#)%,%!!
#LIJPFJO!m!EHW!KLN!2HIQLNO!#LIOMSJHQ!LI!#LOJO
'"1$!
3)#",&)'!
,$3$*6)'$!
(A)Ambertone Press Inc.
Springfield, VA
703. 866. 7715
(AQ)Aquent Partners
Staffing
Alexandria, VA
703. 390. 0290
(E) EPI Communications
Philadelphia, PA
301. 230. 2023
(EB)eBrain Market
Research
Arlington, VA
703. 907. 7451
(M)Method Design Group
San Francisco, CA
415. 901. 6310
(S) Sowa & Nicholas
Printing
Arlington, VA
703. 525. 2500
(R)Red Sage Restaurant
Washington D.C.
202. 638. 4446 Ext. 13
*Note: Printing costs decrease as quantity increases; these are very basic printing costs: 1 or
2 colors with plain paper.
!
'LNJZ!#LPOJ!*NHOO!EGJ!_!%PRYSH!#LOJO
0HOFNGYJGLI!
*NGFHfHPFZ
(S) Two-color letterhead, 8.5x11 (quantity 1000)
$.27
(A)Two-color tri-fold brochure, 8.5x11, glossy (quantity 2500)
$.80
0GNHFJ!1PNaHJGI\!_!%PRYSH!#LOJO!
0HOFNGYJGLI!
*NGFHfHPFZ
(A) Window envelopes (5000)
$.10
(S) Two-color letterhead, 8.5x11 (quantity 1000)
$.27
(E) 4-color postcards (quantity 5000)
$1.06
(EB) Online messaging testing survey
$4,000
!
2GOGJLNO!(MGQH!j!%PRYSH!#LOJO!
0HOFNGYJGLI!
(S) 1 color booklet, 50 pages bound, 8.5x11 (quantity 75)
*NGFHfHPFZ
$3.50
100
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!
"JJNPFJGLIO!1PY!
0HOFNGYJGLI!
*NGFHfHPFZ
No estimate for this.
')'j,+"0&,&)'"3!#)%,%!
;HXOGJH!*LNJPS!
0HOFNGYJGLI!
(M) Composite design of site, additional pages, navigation & html
Note: This was a multi-layered designed site; IHT will not need as much
#LIOLNJGMR!'HJcLNaO!j!1HHJ!PIQ!(NHHJO!
0HOFNGYJGLI!
(R)Red Sage, Washington D.C., Private lunch
*Plus items such as drinks.
#LIOLNJGMR!'HJcLNaO!_!"OOLFGPJGLI!1HRXHNOZGYO!
0HOFNGYJGLI!
*NGFHfHPFZ
$40,000
*NGFHfYHNOLI
$27*
*NGFHfRHRXHNOZGY
American Birding Association
Joint Membership (2 votes at events)
$47
Society for the Conservation and Study of Caribbean Birds
$50
University Study Abroad Consortium
!
0PJPXPOH!
0HOFNGYJGLI!
(AQ) Basic contracted part-time database administrator rate
Program fees
plus standards work
*NGFHfZLMN
$50
!
"QVHNJGOGI\!+PJHO!!
Three sample prices of target magazine ad prices.
7GNQGI\!1P\P[GIH!
Contact: Ken Barron, Advertising Manager, P.O. Box 6599, Colorado Springs, CO 80934;
719. 266. 9532; [email protected]
Emailed GWU’s Amber La Croix July 30, 2003:
Thanks for your interest in "Birding", the 35-year old, award-winning bimonthly magazine
published by the American Birding Association. Shown at the end of this message are the ad
rates, deadlines, ad sizes, and materials specifications."
The ABA, a non-profit organization with more than 22,000 members, is North America's
largest membership organization for birders. With an average of 1.58 readers-per-copy, the
total readership of "Birding" exceeds 34,700. ABA Members are experienced,
knowledgeable, field birders, and include the leaders of the birding community. “Birding”
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readers are affluent: $95,000 average family income; highly educated: 84% with college
degree or better; and mature: average age 55 years.
Members are active travelers; 80% take at least one birding vacation per year, and 39% take 2
to 3 birding vacations per year. 85% travel outside of their home state and 49% travel
outside their home country. 84% keep life list or other list.
The next available issue of "Birding" is our December 2003 edition, which is mailed to our
members on November 15. The deadline for space reservations is August 29, and ad
materials are due on September 6.
If you have questions or need more information, feel free to contact me at
[email protected] or 719. 266. 9532 (FAX 719. 578. 1480).
I look forward to hearing from you.
Best wishes,
Ken Barron
Ad Sales Rep
T7&+0&'(U!>[email protected]!"02$+,&%&'(!+",$%!"'0!"0!1",$+&"3%!%*$#&.&#",&)'%!
BLACK & WHITE AD RATES
Full Page/Black & white ad One issue: $1,140; three issues: $1,025 each; six issues: $970 each.
2/3 Page/Black & white ad One issue $780; three issues $705 each; six issues: $665 each.
1/2 Page/Black & white ad One issue: $585; three issues: $525 each; six issues: $495 each.
1/3 Page/Black & white ad One issue: $400; three issues: $360 each; six issues: $340 each.
1/6 Page/Black & white ad One issue: $250; three issues: $225 each; six issues: $210 each.
1/12 Page/Black & white ad One issue: $125; three issues: $115 each; six issues: $110 each.
4-COLOR AD RATES
Full Page/4-Color ad One issue: $2,255; three issues: $2,030 each; six issues: $1,920 each.
2/3 Page/4-Color ad One issue $1,560; three issues $1,400 each; six issues: $1,320 each.
1/2 Page/4-Color
One issue: $1,170; three issues: $1,050 each; six issues: $990 each.
1/3 Page/4-Color
One issue: $800; three issues: $720 each; six issues: $680 each.
1/6 Page/4-Color
One issue: $495; three issues: $450 each; six issues: $420 each.
TWO-COLOR AD RATES
Full Page/2-Color ad One issue: $1,815; three issues: $1,635 each; six issues: $1,545 each.
102
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2/3 Page/2-Color ad One issue $1,250; three issues $1,120 each; six issues: $1,055 each.
1/2 Page/2-Color ad One issue: $940; three issues: $840 each; six issues: $800 each.
1/3 Page/2-Color ad One issue: $650; three issues: $585 each; six issues: $550 each.
1/6 Page/2-Color ad One issue: $430; three issues: $365 each; six issues: $330 each.
15% commission to recognized ad agencies. 2% discount for prepayments
made on the ad materials due date.
Closing Dates.
FEBRUARY 2003 Issue (mailed January 15):
Space reservations due November 1. Ad materials due November 8.
APRIL 2003 Issue (mailed MARCH 15):
Space reservations due January 3. Ad materials due January 10.
JUNE 2003 Issue (mailed May 15):
Space reservations due March 3. Ad materials due March 7.
AUGUST 2003 Issue (mailed July 15):
Space reservations due May 1. Ad materials due May 8.
OCTOBER 2003 Issue (mailed September 15):
Space reservations due July 1. Ad materials due July 8.
DECEMBER 2003 Issue (mailed November 15):
Space reservations due August 29. Ad materials due September 5.
The dimensions for the different ad sizes are:
Full Page - 7.25 inches wide X 9.5 inches high.
2/3 Page - 4.75 inches wide X 9.5 inches high
1/2 Page Horizontal - 7.25 inches wide X 4.5 inches high
1/2 Page Vertical - 4.75 inches wide X 7 inches high
1/3 Page Horizontal - 7.25 inches wide X 3 inches high
1/3 Page Vertical - 2.25 inches wide X 9.5 inches high
1/3 Page Square - 4.75 inches wide X 4.5 inches high
1/6 Page Horizontal - 4.75 inches wide X 2.25 inches high
1/6 Page Vertical - 2.25 inches wide X 4.5 inches high
1/12 Page Vertical - 2.25 inches wide X 2 inches high.
AD MATERIALS SPECIFICATIONS FOR “BIRDING”
SIZE SPECIFICATIONS: The trim size of "Birding" is 8 1/8" x 10 7/8".
The bleed size is 8 3/8" x 11 1/8" for a full page. Bleed ads should be designed to cover the
full untrimmed page size, but any type or illustrations not intended to bleed should fit within
the image area. Vital printed matter should be kept 3/8" away from the trim.
DIGITAL FILES: "Birding" is produced on a Macintosh-based system. PC files are
accepted, but PC file conversions may result in additional production charges to the
advertiser. For more information regarding digital files please contact the ABA production
coordinator at 719/578-9703 Ext. 229; e-mail <[email protected]>.
The file formats supported for the magazine are:
103
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!!
!!
!!
!!
!!
!!
!!
!!
!!
!!
!!
!!
!!
!!
!!
!!
!!
!!
!!
!!
QuarkXPress 4.1
Adobe Illustrator 8.0
Adobe Photoshop TIFF or EPS
Do not use Quark EPS file
Files must have all high-resolution images and fonts included. No true type fonts.
Fonts must include both screen and printer elements. Do not stylize fonts from
program palette. For a list of usable fonts please contact the advertising coordinator
at 719. 578. 9703 Ext. 229; e-mail <[email protected]>.
Scanned images must be in CMYK or Grayscale in TIFF or EPS format.
Scanned images must be 300 dpi or more. 133 line screen.
Total density should not exceed 300%.
No RGB or JPEG mode images.
Do not nest EPS files into other EPS files.
All required trapping should be done prior to creating the files.
Spot/PMS colors should be converted to CMYK.
A digital proof should be provided that is generated from the
furnished file. Laser should be supplied at 100%.
Fill out and submit Disk Output Request Form with your ad materials.
File formats accepted: TIFF and EPS.
Media supported: Floppies, Zip, Jaz, and CDs.
When supplying ads in Illustrator, convert all fonts to outlines.
Include all support graphics and font suitcases.
When ad files are e-mailed, please fax a proof.
NOTE: Ad material submitted without proofs, or after the materials closing date, will not
receive adjustments in case of printing errors. Publisher reserves the right to re-size, up to
5%, any advertising materials not created to specifications, and to invoice the advertiser for
the additional production charges.
FILM: Our preference is for advertisers to submit their ads in the specified digital formats,
however, we shall continue to accept film. And we will have to pass on to the advertiser the
additional production costs for converting film to electronic format. These costs are variable,
and dependent upon the size and complexity of the ad materials submitted. (We can provide
production estimates on a case-by-case basis upon request.) CMYK negatives should be 150
line, right-reading emulsion down with register marks 4 sides. A matchprint proof is
required, please do not send color keys or color laser prints. Maximum ink density is 300%.
Because "Birding" does not print spot colors, two-color ads must be supplied either digitally
or as CMYK negatives with a matchprint proof. The ad will still be charged as a two-color
ad. Black and white ads must be supplied as a 150 line right-reading emulsion down negative
with a blueline or comparable proof.
If an advertiser requests that ABA make corrections to an ad, the advertiser will be charged
$70 per hour (half-hour minimum). Ad production services are available; for costs please
contact the ABA advertising coordinator at 719/578-9703 Ext. 229; e-mail
<[email protected]>.
104
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TERMS & CONDITIONS
First-time advertisers are required to pay in advance for their first ad in "Birding" (and will
earn a 2% discount for the prepayment). Payment should be in U.S. funds and can be made
by check to the American Birding Association; or with MasterCard, VISA, or Discover.
Make checks payable to:
American Birding Association
P.O. Box 6599
Colorado Springs, CO 80934-6599
By the purchase of advertising space in "Birding", the advertiser agrees
to each of the following conditions:
(1) any advertisement may be rejected;
(2) ad rates may be increased two months in advance for an issue;
(3) ABA is not obligated to meet an advertiser's special conditions,
such as written requests for a position in the magazine;
(4) ABA will not assume liability if an advertisement is omitted;
(5) cancellations will not be accepted after the space reservations
closing date;
(6) ABA reserves the right to pickup an ad from the last issue of
"Birding" in which it was published, when new ad copy is received after
the closing date;
(7) cancellations of space reservations will result in a rate adjustment
(short-rate) based on past insertions that reflect the ad space used to
earn the frequency rate;
(8) advertisers will be invoiced at current ad rates even if advertising
orders have incorrect rates;
(9) advertisers will be charged fees incurred for handling ads not
meeting "Birding" ad specifications, ads that are late, or ads that
require copy revisions;
(10) the advertiser is liable for all ad content and assumes
responsibility for any claims or legal fees resulting from ad content.
(11) net terms of 30 days; a late charge of 1% per month will be added
for past due invoices.
AWAY.COM/GORP.COM/OUTSIDE MAGAZINE: THEY ARE A TRAVELERS CONSORTIUM
Contact: Harley Dembert
Destination Marketing Manager
(212) 675-6676
[email protected]
!
105
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!
"QVHNJGOGI\!+PJHO!m!*LOGJGLIO!!
,ZH!"cPW!'HJcLNaq"QVHNJGOGI\!+PJHO!m!*LOGJGLIO!!
)Ij%GJH!*LOGJGLIO<!"SS!NPJHO!PNH!FLOJ!YHN!
JZLMOPIQ!GRYNHOOGLIO<!
!
!
"cPW<FLR!
Towers
Top Only
Top & Bottom
Tiles
Newsletter Box
Intra Article Box Ad
Intra Article Box Ad
Intra Article Box Ad
Rich Media Pop-up*
Text Links
!
!
()+*<FLR!
Towers
Top Only
Buddy Buttons
Tiles
Intra Article Box Ad
Intra Article Box Ad
Intra Article Box Ad
Rich Media Pop-up*
Text Links
!
!
)MJOGQH)MJSGIH<FLR!
Top Only
Top & Bottom
Tiles
Interior Page Towers
Intra Article Box Ad
Intra Article Box Ad
Intra Article Box Ad
Rich Media Pop-up*
Text Links
7POH! 0GOFLMIJ!PJ! .GSH!
*NGFH!
h=?a!!
%G[H!
0GRHIOGLIO!
160x600
$34.00
$28.00
20k
468x60
$17.00
$14.00
15k
468x60
$13.00
$11.00
15k
125x125
$10.00
$8.00
8k
180x150
$34.00
$28.00
15k
250x250
$22.00
$18.00
30k
300x250
$22.00
$18.00
30k
336x280
$22.00
$18.00
30k
On a case by case basis
30k
Approx. 16
characters
$13.00
$11.00
7POH! 0GOFLMIJ!PJ! .GSH!
*NGFH!
h=?a!!
%G[H!
0GRHIOGLIO!
160x600
$34.00
$28.00
20k
468x60
$17.00
$14.00
15k
120x60
$10.00
$8.00
4k
125x125
$10.00
$8.00
8k
250x250
$22.00
$18.00
30k
300x250
$22.00
$18.00
30k
336x280
$22.00
$18.00
30k
On a case by case basis
30k
Approx. 16
$13.00
$11.00
characters
7POH! 0GOFLMIJ!PJ! .GSH!
0GRHIOGLIO!
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h=?a!!
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468x60
$17.00
$ 14.00
15k
468x60
$13.00
$11.00
15k
125x125
$10.00
$8.00
8k
160x600
$34.00
$28.00
20k
250x250
$22.00
$18.00
30k
300x250
$22.00
$18.00
30k
336x280
$22.00
$18.00
30k
On a case by case basis
30k
Approx. 16
characters
$13.00
$11.00
@#N+9#''#)+WW$XQ=#GVG*S$6)#2'*7#+$&<9/Y
!
!
8LMN!0PGSW!$OFPYH!
Middle Box
0GRHIOGLIO!
250x250
7POH!
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$22.00
0GOFLMIJ!PJ! .GSH!
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$18.00
30k
106
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Right Side Skyscraper
!
!
160x600
$34.00
$28.00
20k
Middle Box
Right Side Skyscraper
!
!
250x250
160x600
$22.00
$34.00
$18.00
$28.00
30k
20k
Top Banner
Right Side Skyscraper
468x60
120x600
$17.00
$34.00
$14.00
$28.00
15k
20k
)MJOGQH!0GOYPJFZ!
,NPVHS!0HPSO!'HcOSHJJHN!
!
'PJGLIPS!(HL\NPYZGF!,NPVHSHN!!!
Contact: Ad Sales Office
New York
711 Fifth Avenue, New York, NY 10022
+1 212 610 5500, fax +1 212 610 5550
2003 ADVERTISING RATES: NATIONAL ADVERTISING—NORTH AMERICA EDITION
RATE BASE: 715,000
Four 1
3
6
8
12
16
24
Color Time Times Times Times Times Times Times
Full
52,890 50,775 49,715 48,660 47,600 46,545 44,955
Page
2/3
40,825 39,190 38,375 37,560 36,745 35,925 34,700
Page
1/2
30,305 29,095 28,485 27,880 27,275 26,670 25,760
Page
1/3
21,045 20,205 19,780 19,360 18,940 18,250 17,890
Page
1/6
14,110 13,545 13,265 12,890 12,700 12,415 11,995
Page
#LVHNO9
4th
66,655 63,990 62,655 61,325 59,990 58,655 56,655
Cover
2nd
62,140 59,655 58,410 57,170 55,925 54,685 52,820
Cover
3rd
55,535 53,315 52,205 51,090 49,980 48,870 47,205
Cover
7SPFa!m!=!#LSLN9
Full
47,020 45,140 44,200 43,260 42,320 41,380 39,965
Page
2/3
35,510 34,090 33,380 32,670 31,960 31,250 30,185
Page
1/2
26,375 25,320 24,795 24,265 23,740 23,210 22,420
Page
1/3
18,670 17,925 17,550 17,175 16,805 16,430 15,870
Page
1/6
12,555 12,055 11,800 11,550 11,300 11,050 10,670
Page
7SPFa!m!;ZGJH9
Full 39,670 38,085 37,290 36,495 35,705 34,910 33,720
107
Instituto Hondureno De Turismo
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Page
2/3
31,375 30,120 29,495 28,865 28,240 27,610 26,670
Page
1/2
23,365 22,430 21,965 21,495 21,030 20,560 19,860
Page
1/3
16,140 15,495 15,170 14,850 14,525 14,205 13,720
Page
1/6
9,710 9,320 9,125 8,935 8,740 8,545 8,255
Page
,NPVHSHNrO!0HOJGIPJGLI
4"
Black
7,230 6,940 6,795 6,650 6,505 6,360 6,145
&
White
1/2 page may be horizontal or island; 1/3 page may be
square vertical.
!
108
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!
"**$'0&D!=b9!!o)7!0$%#+&*,&)'!.)+!2)3-',$$+!#))+0&'",)+!
Job Title:
Compensation:
Purpose:
Volunteer Coordinator
IHT Staff Salary
To provide overall coordination and management of Volunteer
Programs. Facilitate opportunities for volunteers and organization
providing volunteers.
Key Responsibilities
!! Manage and monitor the different volunteer projects in the North Coast of
Honduras and Bay Islands
!! Facilitate volunteers needs and adaptation to the site assigned
!! Raise funds for the different volunteer projects
!! Represent the office in conferences and seminars related to the volunteer activities
!! Design and implement the marketing plan for the program
!! Coordinate volunteering activities with the different public and private organizations
!! Build partnerships with different public and private organizations
Key Requirements
!! 3 years experience developing / working with volunteer programs
!! Bachelor degree
!! Bilingual (Spanish-English)
!! Ability to work in teams
!! Ability to handle many projects
!! Good writing and speaking skills
!! Fund raising experience
109
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"**$'0&D!=B9!!#"8)%!#)#6&')%!.)-'0",&)'!7-%&'$%%!*3"'!
!
#"8)%!#)#6&')%!.)-'0",&)'!7-%&'$%%!*3"'!
Proposer:
Name &
Address
Adrián E. Oviedo
Colonia El Naranjal, esquina opuesta oficinas de la
Standard Fruit Company (Research).
La Ceiba, Atlántida, Honduras
Phone: 011 504 443 4075
Email: [email protected]
IHT
Advisor:
Name &
Address
Vince Murphy
Phone:
Phone:
GW Team:
Name &
Address
Kristin Lamoureux
George Washington University
600 21st Street Washington, DC
Phone: 202 994 8197
Email: [email protected]
$D$#-,&2$!%-11"+8!
The Cayos Cochinos Foundation has established a management plan for the Cayos Cochinos Marine Park
under its jurisdiction. The objective of this management plan is to preserve the Marine Park, prevent further
environmental degradation, and restore the damaged reef. This is a very large task and includes, but is not
limited to, reducing the run-off sedimentation from the north coast and La Ceiba, reducing the over-fishing
by the islands’ inhabitants, and implementing projects to study and restore the reef.
As a means of generating income, the Foundation has opened up a research station on Cayo Menor for the
rental of facilities and services to scientific and academic groups. The overall goal of this initiative is to
bring in enough groups to make the project self-sustainable. At present, the Foundation has a three-year
agreement with Operation Wallacea, a UK-based scientific research and conservation expedition group.
This agreement brings in a set number of students each year to the research station during the 2003-2005
period, with the possibility of extension for an additional 5 years. Although this agreement with Operation
Wallacea is bringing in the desired groups (academic and scientific), there is still little or no occupancy
during the off-season, specifically September through January.
In order to make the project self-sustainable, more income will need to be generated. The two
recommended methods for accomplishing this are via increased occupancy and increased capacity. To
complement Operation Wallacea and boost occupancy during the September-January off-season, an
intensive campaign to attract US scientific and academic groups during their Fall semester should be
undertaken. Supplementing this increased occupancy plan is the implementation of a feasibility analysis for
capacity building in association with Operation Wallacea. While operating these new endeavors, an upgrade
in facilities and services will be critical to maintain a customer base.
7-%&'$%%!)7o$#,&2$%!
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1. Increase year-round
occupancy
1.1 Identify and build relationships with U.S. based
scientific and academic groups
1.2 Market the gap periods (September-January) to fit
in with U.S. academic schedules (Fall semester)
1.3 Invite several scientists on FAM trips--- Develop
strong itineraries and orientation activities for the
IHT
IHT
IHT/ CCF
110
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2. Increase CCF marketing
efforts
3. Upgrade research and
scientific facilities
4. Upgrade and refurbish
existing accommodation
facilities
5. Upgrade services
6. Improve activities and
resources offered
FAM visitors
1.4 Undertake a feasibility analysis for capacity
building with Operation Wallacea, possible sites
include the airstrip on Cayo Menor and the East End
station
CCF
2.1 Print brochures detailing various activities and
facilities available for scientific research expeditions,
utilizing photos and bulleted text where possible
2.2 Create a website, using meta tags and alt tags to
increase web crawler visibility and detail various
possible activities and itineraries
IHT/ CCF
3.1 Provide Internet services (possibly sharing costs
with PBR)
3.2 Upgrade wet/dry lab (possibly use RIMS as a
benchmark)
3.3 Fix and maintain underwater monitor system
3.4 Build an interpretation center for exhibits and
display of research findings, marine and terrestrial life
identification
3.5 Build small amphitheater for lecture and seminar
needs
CCF
4.1 Reconfigure kitchen/living area for additional
space and comfort and an additional bathroom
4.2 Add extra shelving and drawers
4.3 Add small equipment storage and drying room
for each set of cabins
4.4 Build small cabin for laundry purposes
4.5 Build modern first aid center
CCF
5.1 Provide introductory orientation for new groups
about their responsibilities for cabin upkeep and the
need to be conservative in their use of resources
5.2 Empty trash bins in cabins daily
5.3 Provide cleaning supplies including broom,
sponges, natural soap products in each cabin
5.4 Automatically provide enough towels for each
cabin and encourage visitors to replace conservatively
CCF
6.1 Ensure total risk management, including proper
certification where necessary (e.g. CPR, guiding) and
employment of full-time first aid administrator or
wilderness emergency technician (WOOF?)
6.2 Invest in underwater photography products for
rental
6.3 Provide mandatory orientation session about
facilities, area offerings, activities available, and past
research highlights
CCF
IHT/ CCF
CCF
CCF
CCF
CCF
CCF
CCF
CCF
CCF
CCF
CCF
CCF
CCF
CCF
111
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7. Improve and develop
relations with surrounding
communities and mainland
coastal Honduras
6.4 Develop a visitor satisfaction survey for day and
overnight visitors to identify best practices and gaps
for improvement
6.5 Increase human resources to facilitate business
plan, possibly hiring a dive instructor and/or marine
ecology expert for academic groups.
CCF
7.1 Increase relationship with Plantation Beach
Resort (PBR), possibilities include: 1) shared satellite
access 2) Invite PBR guests to purchase “scientific”
dives and marine station interpretive tour from CCF
scientists, allowing PBR divers the opportunity to
learn the science of Cayos reef conservation
7.2 Foster relations with the Garifuna communities.
Meet with leaders (e.g. Francisco) at East End to
determine a fair price for: tour through their village
with a short lecture on traditional culture; fish cook
out; traditional dance/song performance, and
possible overnight visit
7.3 Explore and develop connections with mainland
Honduras’ activities and destinations
CCF
CCF
CCF
IHT/ CCF
1&%%&)'
The mission is to carry out the Cayos Cochinos Marine Park management plan and generate enough revenue
for the Foundation, through increased occupancy and capacity, to make the project self-sustainable.
American scientific and academic groups will be the target market. Relationships with key US academic and
research groups will be established and outreach and marketing will be directed at pre-identified US
universities, consortiums, and leading scholars. A feasibility analysis will also be undertaken to determine
the best method for building capacity.
The research station on Cayo Menor will be upgraded, both in terms of accommodations and research
facilities, as well as services provided. These upgrades will be necessary to maintain existing agreements and
to attract new visitors. They will also be necessary to substantiate the aforementioned capacity building.
Finally, in implementing these new actions, the island’s inherent strength---the pristine, remote, and rustic
location---shall be incorporated, as this purist appeal is a big draw for the scientific and academic markets
and will be essential to preserve in order to appeal to these groups.
E$8%!,)!%-##$%%!
Maintaining and building on relationship with Operation Wallacea
Building key relationships with US scientific and academic groups
Improving local relationships and ameliorating the Garifuna overfishing problem
Implementation of management plan to preserve and restore reef
Upgrading facilities
'$D,!%,$*%!"'0!,&1$,"73$!
Begin to build relationships with US scientific and academic groups and direct marketing efforts at them
Begin to build facilities upgrades into budget
Undertake feasibility analysis for capacity building in conjunction with Operation Wallacea (and possibly the
Garifuna)
Strengthen relationships with key partners---IHT, Garifuna, PBR
112
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Instituto Hondureno
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7-%&'$%%!*3"'!,&1&'(!
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1.1
Identify and build relationships with U.S. based
scientific and academic groups
X
1.2
Market the gap periods (September-January) to fit
in with U.S. academic schedules (Fall semester)
X
1.3
Invite several scientists on FAM trips--- Develop
strong itineraries and orientation activities for the
FAM visitors
1.4
Undertake a feasibility analysis for capacity
building with Operation Wallacea, possible sites
include the airstrip on Cayo Menor and the East
End station
>!
&'#+$"%$!##.!1"+E$,&'(!$..)+,%!
2.1
Print brochures detailing various activities and
facilities available for scientific research
expeditions, utilizing photos and bulleted text
where possible
X
2.2
Create a website, using meta tags and alt tags to
increase web crawler visibility and detail various
possible activities and itineraries
X
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X
113
Instituto Hondureño De Turismo
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Instituto Hondureno
De Turismo
GW MBA Consulting Practicum Final Report
3.1
Provide Internet services (possibly sharing costs
with PBR)
X
3.2
Upgrade wet/dry lab (possibly use RIMS as a
benchmark)
X
3.3
Fix and maintain underwater monitor system
X
3.4
Build an interpretation center for exhibits and
display of research findings, marine and terrestrial
life identification
3.5
Build small amphitheater for lecture and seminar
needs
b!
-Y\NPQH!PIQ!NHKMNXGOZ!H]GOJGI\!
PFFLRRLQPJGLI!KPFGSGJGHO!
4.1
Reconfigure kitchen/living area for additional
space and comfort and an additional bathroom
X
4.2
Add extra shelving and drawers
X
4.3
Add small equipment storage and drying room
for each set of cabins
X
4.4
Build small cabin for laundry purposes
4.5
Build modern first aid center
B!
-*(+"0$!%$+2&#$%!
5.1
Provide introductory orientation for new groups
about their responsibilities for cabin upkeep and
the need to be conservative in their use of
resources
X
!
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Instituto Hondureño De Turismo
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Instituto
Hondureno
De Turismo
GW MBA Consulting Practicum Final Report
!
5.2
Empty trash bins in cabins daily
X
5.3
Provide cleaning supplies including broom,
sponges, natural soap products in each cabin
Automatically provide enough towels for each
cabin and encourage visitors to replace
conservatively
&1*+)2$!"#,&2&,&$%!"'0!+$%)-+#$%!
)..$+$0!
Ensure total risk management, including proper
certification where necessary (e.g. CPR, guiding)
and employment of full-time first aid
administrator or wilderness emergency technician
(WOOF?)
Invest in underwater photography products for
rental
Provide mandatory orientation session about
facilities, area offerings, activities available, and
past research highlights
Develop a visitor satisfaction survey for day and
overnight visitors to identify best practices and
gaps for improvement
Increase human resources to facilitate business
plan, possibly hiring a dive instructor and/or
marine ecology expert for academic groups.
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!
7.1
7.2
7.3
Increase relationship with Plantation Beach
Resort (PBR), possibilities include: 1) shared
satellite access 2) Invite PBR guests to purchase
“scientific” dives and marine station interpretive
tour from CCF scientists, allowing PBR divers the
opportunity to learn the science of Cayos reef
conservation
Foster relations with the Garifuna communities.
X
Meet with leaders (e.g. Francisco) at East End to
determine a fair price for: tour through their
village with a short lecture on traditional culture;
fish cook out; traditional dance/song
performance, and possible overnight visit
Explore and develop connections with mainland
X
Honduras’ activities and destinations
X
!
!
!
!
!
!
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"**$'0&D!=d9!!*3"',",&)'!7$"#6!+$%)+,!7-%&'$%%!*3"'!
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Proposer:
Name &
Address
Jack Tomlin, Plantation Beach Resort
41 River Terrace #2706
New York, NY 10282
Phone: 212.966.0110
Email: [email protected]
Advisor:
Name &
Address
Vincent Murphy?
Phone:
Email:
GW Team:
Name &
Address
Name &
Address
Kate Maschman
George Washington University
600 21st Street Washington, DC
Miranda Anderson
George Washington University
600 21st Street Washington, DC
Phone: 360.220.0952
Email: [email protected]
Phone: 202.285.2018
Email: [email protected]
$D$#-,&2$!%-11"+8!
Plantation Beach Resort is an intimate resort accommodation and dive operation. Located on Cayos Major,
the resort is the only commercial dive operation based in the Cayos Cochinos Biological Reserve. Plantation
Beach Resort offers visitors a variety of services ranging from rustic accommodations, excellent dining, topnotch dive instruction and access to pristine forests. Plantation Beach Resort is owned and operated by Jack
Tomlin who is ably assisted by a staff of fifteen employees.
This plan is written as a guide for the development of a marketing strategy to increase occupancy by forty
percent (from 25% to 65%). Also included in the plan is a guide for developing alternative products
including services to both Plantation Beach Resort and Cayos Cochinos Foundation.
It is Tomlin's vision that increased marketing and development of additional services would form the
foundation for Plantation Beach Resort meeting its objective of eventually turning Cayos Cochinos into a
regional geotourism destination within a Honduras itinerary.
!
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7-%&'$%%!)7o$#,&2$%!
)XnHFJGVHO!
1. Create and Launch
Marketing Strategy
2. Improve products offered
,POaO!JL!XH!*HNKLNRHQ!
+HOYLIOGXGSGJW!
1.1 Create Print Brochures
Jack Tomlin
1.2 Improve website
Jack Tomlin
1.3 Distribute Marketing kits
Jack Tomlin
1.4 Join Travel associations
Jack Tomlin
1.5 Attend travel shows
Jack Tomlin
2.1 Create first aid center to ensure total risk
management
Resort Manager
2.2 Hire top-notch Honduran interpretive land
activity guide
Jack Tomlin
2.3 Build a canopy tour
Jack Tomlin
2.3! Develop a formal Garifuna expedition
Resort Managers
Meet with leaders (e.g. Francisco) at East End to
determine a fair price for: tour through their
village with a short lecture on traditional culture;
fish cook out; traditional dance/song
performance; overnight visit.
2.5
3. Establish formal relationship
with Cayos Cochinos
Foundation
Connect destination with various Honduran
classics (Pico Bonito, Copan, Tela, etc.)
Jack Tomlin
3.1 Share satellite internet and telephone access
Jack Tomlin
3.2 Offer meals and drinks (at a discounted price
maybe) to scientists visiting Cayos Minor
(perhaps even a weekly “celebration,” on Friday
since they don’t dive on Saturday)
Resort Managers
3.3
Resort Managers
Purchase “scientific” dives and marine station
interpretive tour from CCF scientists, allowing
PBR divers the opportunity to learn reef
conservation
1&%%&)'!
The mission of Plantation Beach Resort is to provide upscale accommodations, superior dive experiences,
excellent cuisine, and family friendly activities to enhance any tourist experience in Cayos Cochinos.
Plantation Beach Resort is also dedicated to the preservation of the Cayos Cochinos Biological Reserve and
to working with the community to develop Cayos Cochinos as a sustainable Honduran destination.
E$8%!,)!%-##$%%
1.!
2.!
3.!
4.!
Beautiful, secluded location
Consistent exceptional quality to all accommodations, products, and services
Continued update of internet and distribution of marketing materials
Creation of quality land based activities
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1"+E$,!"'"38%&%!
1"+E$,!%$(1$',%!
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437
624
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600
1200
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Note: List fixed expenses and specific cost elements for variable costs. For selling costs, list the amount you
actually receive (less cost of making the sale-- commissions, discounts, etc.)
'$D,!%,$*%!"'0!,&1$,"73$!
Marketing materials
Product expansion
Community relations
See subsequent timetable
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Create and Launch Marketing Strategy!
Create Print Brochures
Improve (and update) website
1.3
Distribute Marketing kits
1.4
Join Travel associations
1.5
Attend travel shows
>!
2.1
Improve products offered
Create first aid center to ensure total risk management
2.2
Hire top-notch Honduran land activity guide
2.3
Build a canopy tour
2.2
Develop a formal Garifuna expedition
Meet with leaders (e.g. Francisco) at East End to
determine a fair price for: tour through their
village with a short lecture on traditional culture;
fish cook out; traditional dance/song
performance; overnight visit.
Connect destination with various Honduran classics of
Copan, Pico Bonito Lodge, Tela, Trujillo
Establish formal relationship with Cayos Cochinos
Foundation
Share satellite internet and telephone access
Offer meals and drinks (at a discounted price maybe) to
scientists visiting Cayos Minor (perhaps even a weekly
“celebration,” on Friday since they don’t dive on Saturday
Purchase “scientific” dives and marine station interpretive
tour from CCF scientists, allowing PBR divers the
opportunity to learn reef conservation
2.3
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3.1
3.2
3.3
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APPENDIX 17: CONCEPT PAPER ON BAY ISLANDS GARIFUNA VILLAGE DEVELOPMENT
Garifuna communities in East End, Chachauate and Nueva
Armenia were visited by the consultants assigned to the Bay
Islands. Marked differences were found among the various
Garifuna communities in those three locations. For example,
it was noted that the Chachauate community was not as
conformist as the East End community, therefore could pose
a bit more of a challenge in terms of cooperation to promote
marine conservation.
Nueva Armenia is the feeder
community for Chachauate, therefore has similar Chachahuate
characteristics. A community that was not visited in the islands is Bolaños, sister city to Sambo
Creek on the mainland. Various sources reported that it stands apart from the other communities
and is quite progressive in its outlook.
Discussions with colleagues who visited mainland Garifuna communities confirmed that a formulaic
approach to tackling various issues is not the solution. Sambo Creek is doing a stellar marketing job
and is associated with Bolaños (mentioned above). As one interviewee in a local NGO commented,
the Garifuna communities can be compared to Switzerland, i.e. the French, Italian and Germanspeaking inhabitants are all Swiss however each group has distinct characteristics.
Garifuna communities and local conservationists led by the Cayos Cochinos Foundation (CCF) seek
alternatives to fishing as the primary source of Garifuna income. A fish shortage is affecting the
ability of Garifuna fishermen to provide sufficiently for their families, and overfishing is causing
extensive environmental damage to the marine park, which ultimately has a negative impact on
tourism. CCF is also looking at fish aggregator devices and artificial reefs as potential solutions but
for the purposes of this concept paper tourism will be the focus.
While basic tourism is possible, full-blown tourism development is premature at this time since there
are basic development needs that must be addressed. For example, in Nueva Armenia, the only
“hotel” in town has rooms that all show diagrams of how to
put on a condom. Many of the rooms also have hand-written
messages regarding safe sex and one even featured a poem
that read “Sida o vida, tu decida” which translates as AIDS or
life, you decide. While this is not meant as a criticism of their
AIDS education efforts, it could be off-putting to tourists
since the implication is that prostitutes and their clients are
the main patrons of the hotel.
Hotel ChiChi at Nuevo Armenia
SOLUTIONS
Volunteer and scientific tourism, and limited cultural product development and marketing can help
to generate much-needed income. To achieve the above, it is first necessary to develop and
implement training and education programs to prepare the Garifuna population for tourism.
Necessary skills include:
!! Basic management and business know-how to enable community members to effectively manage
funds generated from tourism and to manage workers engaged in providing tourism services.
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It has been strongly suggested that female members of Garifuna communities would be the
ideal ones to handle the finances given cultural norms. This will include basic customer
service principles as well. The key is to find the true leaders in the community who can drive
change. The school teacher in East End is an example of someone who is respected not
only in his immediate community but also among members of neighboring communities.
International aid organizations such as FINCA, Freedom From Hunger, or Grameen Bank
can aid in this effort.
!! 4<G9*+"$92<G(2G#$+O*99+ are a must in order to communicate with visitors – cultural tidbits and
natural history will be of interest to tourists who make the effort to visit the Garifuna
communities.
!! R&629$#6&9&G/$O<&N9#.G# based on tourist expectations that can also be used to complement CCF
staff members. There are terrestrial species that are endemic to Cayos Cochinos.
!! %(*.*<G$*<+')(6'*&< that will use above language and ecology knowledge to provide services to
tourists who wish to learn about local marine and bird life. This instruction will also
incorporate basic customer service principles.
!! I(*9.*<G$)#92'*&<+"*=+$among Garifuna communities in the islands as well as on the mainland,
and with CCF and Plantation Beach Resort (PBR) are necessary steps in this process.
Garifuna communities near Tela and, to a lesser extent, on Roatan can be used as
benchmarks to develop island and coastal communities. In no particular order, this will entail
the following:
"! CCF (located on Cayo Menor) and Plantation Beach Resort can both host Garifuna
dance groups who can perform for tourists who may feel more at ease at these
locations than on East End, Chachauate, or Nueva Armenia. Anthony’s Key Resort
(AKR) on Roatan hosts Garifuna dance groups from the other end of the island who
then return home at the end of the performance. After some initial trial and error
where performers were soliciting tips from patrons, the relationship is much
improved and the performers appear satisfied with their compensation. The
program at AKR can be used as a benchmark for similar programs with the CCF and
PBR.
"! CCF will work with Garifuna to build additional cabanas and improved sanitary
infrastructure. This will make Garifuna communities more attractive to tourists who
can visit for a meal and a dance presentation, or even spend one night. This will also
provide facilities for potential anthropologists and volunteers who wish to spend
time living amongst the Garifuna communities. Additionally, they can collaborate to
build cabanas on Cayo Menor that will serve the scientific and volunteer tourists who
visit the island. In both cases, the facilities will be managed by the Garifuna, which
will give them a sense of involvement; however it is recommended that the CCF
maintain all official ownership rights at this time.
"! CCF can provide some of the training mentioned in the first section above, in
particular, guiding principles since they have extensive expertise in this.
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"! Mainland Garifuna communities and island Garifuna communities can better
collaborate to “share” tourism benefits, i.e. exchange information on popular
handicraft items, improve communications and increase contacts with Garifuna tour
operators, encourage visits to mainland for complete cultural immersion so that
island communities aren’t the sole focus.
Finally, well-packaged tourism products should be developed including:
!!
!!
!!
!!
!!
!!
Regularly scheduled dance performances and traditional meals;
Shell jewelry;
Miniature wooden replicas of Garifuna homes and boats;
Cookbooks featuring traditional Garifuna meals;
Children’s books (illustrated by Garifuna children) with Garifuna history or folk stories
Other handicrafts as proven successful by Garifuna communities in Tela, such as drums,
maracas, etc.
One possible advantage of the jewelry and wooden replicas is that it can be produced on an
incentive basis, i.e. craftsman will be paid per item produced. This conforms with the Garifuna
cultural characteristic of working for short-term periods between fishing.
%M\\HOJHQ!'H]J!%JHYO!!
A volunteer should be engaged to undertake a more thorough needs assessment of the Garifuna
communities and their potential for tourism. Several potential volunteer agencies have been
identified in the IHT database. As was mentioned earlier, basic development is necessary before
sophisticated tourism can be put in place. A pilot project for handicrafts development should be also
considered. Some issues that must be considered include:
!! Sand flies must be eradicated on East End.
!! Lack of proper sewage disposal must be addressed.
!! Tourists should not be pressured to purchase handicrafts however a fee should be collected
in advance in order to visit the communities.
!! Proper security must be guaranteed in order to attract overnight stays. Stories were relayed
of alleged rapes and drug use in the communities.
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"YYHIQG]!=C9!!#POH!%JMQW!LI!"IJZLIWgO!EHW!+HOLNJ!!
!
+
+
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!
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For over 30 years, the Galindo family has owned, managed, and expanded Anthony’s Key Resort,
which currently operates at about 85% occupancy rates. While not originally conceived as a resort
oriented toward the Scientific and Academic markets, founder Don Julio Galindo has gradually
refocused AKR’s mission toward research and conservation — particularly of the abundant reef and
marine wildlife system that surrounds AKR.
In 1989, the Galindo’s founded the Roatan Institute for Marine
Sciences (RIMS), the primary objective of which “is the
preservation of Roatan’s natural resources through education
and research.” RIMS is a fully functional, successful Scientific
and Academic tourism facility, and offers considerable
examples of replicable best-practices (which will be discussed in
further detail below).
“We can no longer take it for
granted that our reefs, lagoons, forests and
the life they support can absorb without
damage the development the island will
inevitably experience. Opportunities for
systematic study and research of our
habitats should be offered. It is imperative
that we preserve what we have.”
—U&<$b(9*&$%29*<.&
Despite paying taxes and due to inconsistent governmental services in the areas of waste
management, electricity production, sewage disposal, and water services, AKR is a completely selfsufficient establishment. Through financing via domestic and international institutions, AKR has
built a stand alone diesel generator to power the resort; all water is filtered on site and potable even
out of the tap; trash is transported by AKR employees to the Roatan dump; and an independent
sewage system is in place. This type of investment will be difficult if not impossible without outside
financing for most start-up SAVE operations in Honduras, and IHT will need to either (a) address
governmental shortcomings in infrastructure, or (b) aid tour operators in securing start-up funds to
build independent systems. This is an essential component to AKR’s success in the SAVE tourism
market.
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!
The following chart outlines AKR’s major markets and primary product offerings:
!
!
!
!
!
!
!
!
!
Roatan Institute
for
!
Marine Science (RIMS):
!
!! Professors
!
!! Scientists
!
!! Dissertation
researchers
!
!
!
!
!
!
Wet and
! Marine
Dry Labs
Science
! Exhibits
!
!
"',6)'8g%!E$8!+$%)+,!
Academic Programs:
!!
High School
!!
Undergraduate
!!
Graduate
!!
Ph.D.
Marine Species
Identification
Classes
Coral Reef
Identification
Classes
!!
!!
!!
!!
Guest Resort:
Divers
R&R
Families
Retreats/seminars
Dive
Certification
Courses
Horseback
Riding
Dolphin Adventures:
!! AKR guests
!! Neighboring resort
guests
!! Cruise ship visitors
Children’s
Day Camp
Dolphin
Swims and
Shows
The following sections will be examined in two segments: (1) -(==&)'*<G$'"#$>2)O#', which will include
details about products, human resource practices, and management philosophies; and (2) E66#++*<G$'"#$
>2)O#', which will include marketing and PR practices.
)2$+"33!$D"1&'",&)'!
%MYYLNJGI\!f!*NHYPNGI\!KLN!,LMNGOR9!
!! Human Resources Management:
A problem identified throughout Phase II in each of the three locations (Tela, La Ceiba, and
Cayos Cochinos) related to the availability of a skilled tourism work force. AKR has
successfully hired, trained, and retained a staff of over 150 people, 90% of which are
Hondurans. IHT can learn from, mimic, and share AKR’s successes in human resource
management. Some of the keys to AKR’s personnel success pertain to:
"! Hands on training by the Galindo’s
"! Training by example
"! Hiring of multiple members of the same family
"! Treating and paying staff well
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!! Owner/Management Philosophy
The Galindo’s have a philosophy of hands-on involvement in their business. They believe in
self-sufficiency, preservation of natural resources, and excellent customer and employee
services.
!! Infrastructure, Amenities, Accommodations
After 30+ years of servicing the North American SAVE market, AKR has a strong
knowledge of the types of services and amenities their clients seek. IHT has expressed great
interest in understanding the needs of the SAVE market, and in-depth consultation with the
Galindo’s could be insightful, since the Scientific, Academic, and Educational markets vary
in their needs (see below for more detail).
"FFHOOGI\!JZH!1PNaHJ9!
!! Marketing
One of the greatest difficulties faced by SAVE tour operators (as was seen clearly with
Plantation Beach Resort) is the task of marketing. AKR has successfully reached the SAVE
market through a variety of venues. Their primary booking agency is a US-based travel
agency, owned and run by Haydee Galindo (daughter of founder Don Julio). Having an
accessible American company for tourists to contact is a major strength of AKR. The
Galindo’s have also been successful through other avenues in specifically attracting the
Scientific and Academic markets (more on this below).
!! Relationship Building
AKR’s primary clients are repeat visitors. Again, their customer service, consistent quality,
and top-notch amenities should be replicated elsewhere in Honduras to attract and keep new
SAVE tourists.
!! Web Presence
Not only does AKR have a beautiful website that can and should be modeled by other
SAVE tour operators both in the Bay Islands (such as Plantation Beach Resort) and on the
North Coast, they also advertise in other web-portals such as the Specialty Travel Index. On
every page of the AKR website, the user can find:
"! Phone numbers
"! Reservation information
"! Accommodations details
IHT can help to replicate this success by:
"! Being prepared to recommend the
best advertising venues to
Honduran tour operators
"! Enhancing Honduras’ information on the Specialty Travel Index
"! Subsidizing advertising costs for one year any Honduran tour operators who wish to
advertise on the Specialty Travel Index (including current organizations)
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Lessons to Be Learned:
!! Risk Management
AKR could improve their risk management program, at least in the horseback riding
department. The Galindo’s indicated a frustration at the lack of risk management training
available in Honduras, and pointed out that liability insurance is difficult if not impossible to
obtain locally (AKR’s liability insurance is purchased in the United States). IHT should
examine this problem and find international providers of liability insurance, making this
information available to tour operators. The SAVE market has expressed specific concern
about safety and health. If IHT were to create a risk management certification program, it
could ease tourists concerns about participating in SAVE activities.
!! Connection to Wider Community
Despite the Galindo’s’ involvement in community affairs and politics, very few of the
tourists interviewed at AKR intended to leave the resort for any reason. AKR could expand
its client base (especially in the slow autumn season) by offering extended products both on
Roatan and on the mainland.
!! Inflexibility
Many of AKR’s guests were frustrated by the inflexibility of an all-inclusive resort. Most
SAVE tourists value the opportunity to experience local culture and cuisine by visiting area
restaurants or choosing from an array of menu options — neither of which were options at
AKR.
SCIENTIFIC AND ACADEMIC TOURISM
Supporting / Preparing for the Scientific and Academic Tourism Market:
!! Product Offerings
Reptile education center at AKR.
Scientists and students have very specific needs with regard to
product availability, and AKR has been successful in offering key
products. The Cayos Cochinos Foundation could benchmark and
replicate many of these, and IHT could facilitate this interaction.
"! Wet/Dry labs
"! Educational displays, both permanent and temporary
"! Bright, fully functioning classrooms
!! Infrastructure, Amenities, Accommodations
Although the Scientific and Academic tourism market requires less
in terms of accommodations (according to AKR’s academic
director, some professors complain that their rooms are too posh!),
there are several tools available to
scientists at AKR that make work easier.
"! Photocopiers
"! Internet access
"! Computers and printers
"! Bilingual education centers on
marine biology, reptiles, dolphins,
reef ecology, etc.
Laboratory at AKR. Notice the photocopier.
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!
"FFHOOGI\!JZH!%FGHIJGKGF!PIQ!"FPQHRGF!,LMNGOR!1PNaHJ9!
!! Marketing
AKR has built a steady base of return scientists from a number of US institutions, ranging
from High School to Graduate level. When RIMS was first established, the client base was
built the old fashioned way: cold calling. AKR sent hundreds of letters to University
professors explaining the new facility and offering FAM trips. Several of the professors
from those early years are still clients today. This simple, though time intensive process is
one that IHT and the Cayos Cochinos Foundation can easily replicate, 2S'#) the facilities are
built to accommodate the professors. Additionally, AKR has established a comprehensive
training manual for professors wishing to initiate an academic program at AKR but without
any idea on how to go about it. This step-by-step guide could be replicated by IHT in their
pursuit of Academic tourists throughout the North Coast.
!! Relationship Building
Long-term, repeat clients are the most reliable form of income AKR has.
$0-#",&)'"3!,)-+&%1!
%MYYLNJGI\!f!*NHYPNGI\!KLN!JZH!$QMFPJGLIPS!,LMNGOR!1PNaHJ9!
!! Product Offerings
The Educational tourism market, as defined in Phase I, encompasses a broad array of
travelers who wish to get more out of their holiday than simple R&R. To this end, AKR has
developed a number of products to satisfy their clientele.
"! Dive classes and certification
"! Educational lectures in the evening (for example: coral reef identification and marine
wildlife identification)
"! Horseback riding
"! An island cookout with a performance by Garifuna dancers appeals to the SAVE
tourists desire for cultural immersion
"! Dolphin adventures
"! Children’s day camp
!! Infrastructure, Amenities, Accommodations
Since inception, AKR has been the premier dive resort for the North American market in
Honduras, offering top-notch accommodations and meals as well as ever-advancing modern
amenities. Attention to the details of comfort allows AKR to service the Educational
tourism market, which tends to be a bit more discriminating than the Scientific and
Academic markets. Essential amenities include:
"! Hot water
"! Reliable electricity
"! Clean rooms, made up daily
"! High quality meals
"! Bar/lounge
"! Internet access
"! TV/VCR for kids movies
"! Telephone availability for calls home
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!
"FFHOOGI\!JZH!$QMFPJGLIPS!,LMNGOR!1PNaHJ9!
Please see above for a thorough description of the Galindo’s marketing strategy.
+HFLRRHIQPJGLIO!KLN!&6,!7POHQ!LI!"IJZLIWgO!EHW!+HOLNJ!7HIFZRPNaGI\9!
This section summarizes the above findings into a task list for IHT.
1.! Infrastructural Development
a.! Address governmental shortcomings in infrastructure
b.! Aid tour operators in securing start-up funds to build independent systems
2.! Human Resource Management
a.! Create a course for Honduran resort owners (consider contracting with Don Julio,
Julito, or Samir to teach the course) that focuses on:
i.! Hiring techniques
ii.! Training of staff
iii.! Customer service
b.! Publish a SAVE tourism human resource management handbook
3.! Web Presence
a.! Improve overall Honduras web presence through web portal (see Phase I
recommendations) and enhancement of IHT site
b.! Subsidize web advertising costs for key Honduras operators for one year
4.! Risk Management
a.! Examine the problem of access to liability insurance
b.! Create a risk management certification program for SAVE tour operators
5.! Accessing the Scientific and Academic Markets
a.! Develop a training manual that details how to:
i.! Build an academic training center
ii.! Market the SAVE product to Universities, schools, and teachers
iii.! Make use of or build appropriate infrastructure for accommodations
b.! Establish new relationships with Universities and scientists
c.! Replicate AKR’s training manual for professors who wish to bring students to
Honduras
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"**$'0&D!=A9!!"&+!"'0!.$++8!,+"'%*)+,",&)'!).!3"!#$&7"!
!
"&+!
Goloson International Airport is 12km from downtown La Ceiba on the highway toward Tela.
At present, Islena Airlines, Aerolineas Sosa, and Rollins, operate at this airport.
Islena Airlines flies several times daily to Roatan, Tegucigalpa, and San Pedro Sula, and flies daily
except Sunday to Utila and Guanaja. To the Mosquitia, Islena flies daily except Sunday to Palacios
via Trujillo, and to Puerto Lempira on Monday, Tuesday, Thursday, and Saturday. Islena also has
one flight a day Monday through Friday direct to Grand Cayman.
Aerolineas Sosa flies to Tegucigalpa twice a day, San Pedro Sula three times a day Monday.
“Rollins has daily flights to Utila, Roatan, Tegucigalpa, San Pedro Sula, Trujillo, and Palacios, and
also flies to Brus Laguna and Grand Cayman twice a week (Humphrey, 2000, pp. 125-126).
.$++8!
The new municipal dock, called Cabotaje, is east of the Rio Cangrejal, reached by a dirt road turning
off the Trujillo highway 2 km past the Rio Cangrejal bridge on the road to Sambo Creek, on left
side. The side road is 3 km out to the dock, making it to far to walk, so it’s best to take taxi from
town (US$3.50).
The MV Galaxy departs Cabotage to Roatan (US$9, two hours) and Utila (US$8, one hour) daily on
the following schedule:!!
!! Roatan to La Ceiba at 7 a.m.;
!! La Ceiba to Utila at 9:30 a.m.,
!! Utila to La Ceiba at 10:30 a.m.,
!! La Ceiba to Roatan at 3 p.m."
For more information, call the office in Coxeb Hole, tel.445-0780 (Humphrey, 2000, pp. 127).
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"**$'0&D!>?9!!"&0!+$3",$0!*+)o$#,%!
;)+30! 7"'E 4%-%,"&'"73$! #)"%,"3! ,)-+&%1! *+)o$#,/! 3$"+'&'(! "'0! &'')2",&)'!
3)"'5!
(,^!
GTZ has implemented technical assistance as a part of Project for the Sustainable Development of
Tourism in Central America. Current ongoing projects in Honduras include: “Asesoría a la
Secretaría de Educación" (ASED) which advises the Ministry of Education and coordinates reform
activities. For the most part, this project is a support mechanism for the "Proyecto Mejoramiento
de la Educación Básica/PROMEB" project which works to improve basic education in Honduras.
The ASED project is closely linked in its design with another GTZ-assisted project, namely
"Fomento de la Educación Básica in Lempira e Intibuca/FEBLI" (support for the primary school
system in Lempira and Intibuca).
$
-&()6#0$$"''=0VVNNNLG'HL.#V#<G9*+"V$$
!
&',$+j"1$+&#"'!.)-'0",&)'!4&".5!
IAF offers grants, fellowships and publication support throughout Latin America and the
Caribbean. They seek innovative project proposals and experiences which can serve as lessons.
They like to support grassroots groups by enhancing their self-sufficiency and sustainability and to
enhance public-private partnerships. Proposals are accepted throughout the year and review time
can take up to 18 months.
The IAF committed US$303,000 to the Cayos Cochinos Foundation (CCF) between 1998 and 2002
for support of community and environment projects including establishing radio communications
and addressing first aid and potable water needs. Funding also came from local business
contribution and the Avina Foundation for a total project cost of US$660,700. Not only did the
IAF contribute infrastructure development but also helped CCF develop their project management
abilities.
-&()6#+0$$$
"''=0VVNNNL*2SLG&7VG)2<'+V.&N<9&2.+V62/&+c#<GL.&6L.&6$
"''=0VVNNNL*2SLG&7V$
!
&',$+'",&)'"3!.&'"'#$!#)+*)+",&)'!4&.#5!
IFC is currently considering a program to promote private sector development through support to
small and medium-sized enterprises. The aim is to foster job creation and reduce poverty in four
Latin American countries: Honduras, Nicaragua, Peru, and Bolivia. In Honduras, the primary focus
will be on tourism, wood, and ornamental plants. If the project is approved, the IFC will provide
grants of $2 million per year over the course of the five-year operational period, for a total of $10
million.
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o"*"'!&',$+'",&)'"3!#))*$+",&)'!"($'#8!4o&#"5!!
Japan International Cooperation Agency (JICA) is preparing to dispatch a technical expert on
tourism planning in response to the request from La Ceiba Municipality. The responsibilities of the
expert include (1) Assessment and analysis of tourism assets in northern Honduras coast; (2) Advice
for tourism-related organization; and (3) Advice on tourism promotion and events. The expert will
be assigned in October 2003 and details of the activities will be discussed with La Ceiba Municipality
upon his/her arrival (JICA 2003).
'$*$',6$%!
Nepenthes (Danish NGO) is preparing to start a tourism project in October 2003 in Honduras.
Most recently, the project "Environmental Consciousness-raising in Río Plátano" in Honduras
focused on establishing an education system for children for environmental issues and also to help
address the health and sustainable farming needs. In 1995, Nepenthes set up a nature tour company
that allows Danes to work as volunteers on environmental projects throughout Latin America.
About 200-300 volunteers participate in this program each year, working to understand and preserve
the rain forests. Nepenthes also makes efforts to buy up rain forest throughout the world and they
also have a Fund for Rain Forest which finances projects in countries with rain forests.
-&()6#0$$"''=0VVNNNL<#=#<'"#+L.OV$
$
!
+"+$!#$',$+!.)+!,+)*&#"3!$0-#",&)'!4+"+$5!
RARE aims to protect biologically diverse areas by showing local communities how they can benefit
from conservation efforts. Through creative techniques focused around conservation education
and ecotourism and community development programs, the group promotes sustainable economic
activities. In Latin America, RARE is currently working in Mexico, Guatemala, Belize and
Honduras.
-&()6#0$$"''=0VVNNNL)2)#6#<'#)L&)GV*<.#5L6S,$
!
!
-%"&0!
USAID has donated over $30 million a year since 2000 ($396 million in 1999 for disaster
reconstruction efforts) to Honduras for projects dedicated to economic growth, environment and
disaster assistance, democracy development, basic and vocational education and family health. In
2001 USAID lent about $52 million in loans to over 100,000 Honduran clients. For 2003, the $42
million in grants allotted will partially be applied to financial services for small and micro enterprises
as well as towards general business facilitation and identifying geographic areas with growth
potential.
-&()6#0$$d-E3Ue$"''=0VVNNNL(+2*.LG&7V=)#++VS26'+"##'+VBCCFVCFS+c"&<.()2+L"',9$
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!
;)+30!7"'E!4%-%,"&'"73$!#)"%,"3!,)-+&%1!*+)o$#,/!3$"+'&'(!"'0!&'')2",&)'!
3)"'5!
The Sustainable Coastal Tourism Project will enable the development, and management of tourism
along the North Coast mainland, and the offshore Bay Islands of Honduras, through a participatory
process, by strengthening local, and municipal capacity to manage, and benefit from coastal tourism.
The components will:
!! Formulate, and promote a participatory approach to policy dialogue, with public, and private
stakeholders at the national, regional, and local levels, through workshops to formulate
strategic tourism in the area, develop community participation, and institutional
arrangements. A major land titling diagnostic on indigenous communities of the North
Coast, should recommend actions to formalize recognition of indigenous land rights, as well
as satisfactory conflict resolution. Technical assistance will be provided to promote, and
implement policy reforms, legal and regulatory frameworks, and, improve institutional
arrangements. This includes tourism audits, legal, and technical aspects related to titling of
communal land, as well as campaigns focused on HIV/AIDS prevention, and control;
!! Develop the capacity of coastal municipalities, which includes the private sector, and
community based organizations, through skills training in environmental management,
tourism management, and entrepreneurship. In addition, a cultural tourism site will be
restored at the historic center of Trujillo;
!! Design, and deliver micro, and small business enterprise training to stimulate productive
capacity, and create business opportunities, i.e., handicrafts, tour operations, and adventures
travel, and,
!! Support project management, financial management, procurement, and reporting systems.
-&()6#0$$8&)9.$I2<Oe$BCCF$
!$
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"**$'0&D!>=9!!3"!#$&7"!3"'(-"($!%#6))3%!!
For those of you interested in learning Spanish as a second language, there are three schools in the
city: the Centro Internacional de Idimas, as well as the Central American School offer courses that
include house stays with local families. The Centro Internacional de Idiomas is located on Calle 13
close to Avenida San Isidro, barrio Solares Nuevos. Their telephone number is 440. 1157; The
Central American School is located on Avenida San Isidro, next to Foto El Indio. Their telephone
number is 440. 1707; the other school is the La Ceiba Spanish School, offering home stays and
extracurricular activities is located on 11th Street between Avenida 14 de Julio and Avenida San
Isidro. Their phone number is 443. 2359.
Source: Instituto de Hondureño Turismo, 2003.
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"**$'0&D!>>9!!3"!#$&7"g%!)..&#&"3!.&$%,"9!3"!.$+&"!0$!%"'!&%&0+)!
In a town notorious for partying, La Feria De San Isidro is the party in La Ceiba, a several day bash
culminating in a blowout Saturday night that attracts some 200,000 revelers from across Honduras
and the Caribbean. The country may have other national celebrations, but the Feria held in mid may
is Honduras’ time to cut loose.
According to La Ceiba legend, three Spanish immigrants started the Feria. The Spaniards-supposedly
named Norquer, Artuche, and Pallares-arrived in the village in 1864, bringing with them the
tradition of honoring San Isidro Labrador, a patron saint of 62,=#+*<&+. According to custom they
held a party in honor of the saint. The annual fiesta became a popular event with the Garifuna, who,
although hardly 62,=#+*<&+ themselves, are always ready for a reason to get out and dance. It quickly
became a local institution. The Feria was declared La Ceiba’s official annual fiesta in 1886, and in
1929 the tradition of parades and floats was added.
On the final Saturday of the Feria, floats bearing scantily clad women proceed down Av. San Isidro
beginning in the late afternoon, headed by the Queen of the Carnaval. After the parade has passed,
well-known Honduran and Central American bands on stages lined up and down the length of the
avenue crank up, and the music keeps going until morning.
Many visitors, expecting to see crazed dancing in the streets, come away from Carnaval a bit
disappointed. The only ones dancing, usually, are the fans at the rock stage who have a grand time
head-banging and slam dancing, and the occasional group of gringos in front of one of the salsa or
=(<'2 stages.
The secret, for those who really want to dance, is to enjoy the stage music on the avenue until midnight or 1 a.m. and then head out to the discos on 1 Calle. Normally packed anyway on weekends,
the discos are bursting at the seams during the Feria and should not be missed by the serious partier.
When out on the streets during the Feria, beware of pickpockets in the crowd.
Saturday may be the official biggest party, but many locals insists the “real” bash is on Friday night
in Barrio La Isla, with bands on 4 Calle on the east side of the estuary from downtown. Other miniferias take place the previous Saturday in Sitramacsa and Miramar colonias, Monday in Barrio
Bellavista, Tuesday in Barrio Alvarado, Wednesday in Colonia Alhambra, and Thursday in Colonia
El Sauce. La Ceiba on the Sunday following Carnaval is usually utterly and completely dead, with
most people rousing themselves only of there’s a decent soccer match on TV (Humphrey 2000,
P.117).
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"**$'0&D!>@9!!#)'#$*,!*"*$+!)'!'$;!*+)o$#,!7-33$,&'!!
!
Certainly one of the keys to enhancing the competitiveness of a destination is to increase the amount
of attractive products it has to offer tourists. However, it seems as if new product development in
Honduras has been somewhat handicapped by a lack of financial resources, governmental obstacles,
and what several describe as a lack of willingness on the part of local businessmen to “take a risk”.
One way that IHT can at least address the latter issue is through highlighting and promoting new
products. This could be done through a monthly, bimonthly, or quarterly bulletin that could be sent
electronically or conventionally to tourism business owners and other tourism stakeholders in
Honduras. Such a bulletin would invent new product development through:
!!
!!
!!
!!
Providing recognition to those that develop products
Offering free promotion of these products
Disseminate good ideas that could be applied in other Honduran destinations
Give business owners the impression that everyone else is on the move so that they need to
be as well in order to remain competitive—“innovate or stagnate”
Also, the bulletin could be translated into other languages and sent to tour operators, wholesalers,
and even selected media contacts abroad. The bulletin would create or reinforce the image that
Honduras is becoming an increasingly attractive destination and therefore generate increased foreign
visitation.
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"**$'0&D!>b9!!3"!#$&7"!7-%&'$%%!0$2$3)*1$',!;)+E%6)*!
",,$'0$$!3&%,!
'"1$!
)+("'&^",&)'!
Lilian Jaqueline Alvarado
$j1"&3!
[email protected]
Cristy Garrido
CURLA
Silvia Stern
Omega Tours
Udo Wittemann
Omega Tours
[email protected]
Rafael Sambulá
FUPNAPIB
[email protected]
Norman Javier Flores
REHDES Foundation
[email protected]
Pablo Antonio Martinez
Yurumey Tours
[email protected]
[email protected]
Sirey Eledina Avila
FUPNAPIB
[email protected]
Jerry Haylock
FUPNAPIB
[email protected]
Jorge E. Salaverá
La Moskitia Ecoaventuras
[email protected]
Marco Antonio Briceño
Hotel Villa Rhina
[email protected]
Leslie María Alcántara
Jens Kanstrup
[email protected]
[email protected]
Nepenthes (Danish NGO)
[email protected]
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"**$'0&D!>B9!!8-+-1$8!,)-+%!1"+E$,&'(!*3"'!
,)-+!)*$+",)+!_!*"73)!1"+,&'$^!!
*+$3&1&'"+8!1"+E$,&'(!*3"'!!
8-+-1$8!,)-+%!
Proposer:
Name &
Address
Pablo Martinez
Phone:
Email:
Advisor:
Name &
Address
Vincent Murphy
Phone:
Email:
GW Team:
Name &
Address
Name &
Address
Kazu Ishizaki
George Washington University
600 21st Street Washington, DC
Jason Hendricks
George Washington University
600 21st Street Washington, DC
Brad Weiss
George Washington University
600 21st Street Washington, DC
Phone:
Email: [email protected]
Phone: 301.580.1258
Email: [email protected]
Phone:
Email: [email protected]
$D$#-,&2$!%-11"+8!
Yurumey Tours is the only Garifuna owned and operated touring company in La Ceiba offering land and
sea tours primarily to Garifuna communities along the northeastern coast of Honduras. Yurumey Tours
works in conjunction with other business owners, including restauranteurs and lodging owners, within
several of the Garifuna communities in order to provide tourists an authentic experience of the Garifuna
culture. Pablo Martinez, the owner and operator of Yurumey Tours, currently one other person on staff to
assist with the day-to-day operations.
This marketing plan is being drafted to guide Yurumey Tours in a strategy that will help increase their
number of tourists by 20% over the next year and increase their revenue by 25% over the next year.
It is Martinez’s vision to develop a tourism product that will link together all of the festivals throughout the
year of the Garifuna communities on the northern coast of Honduras. The linking of said festivals will
provide an outlet to unify the Garifuna communities through tourism and offer tourists a cultural product in
the north coast region that has gone untapped.
!
!
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!
7-%&'$%%!)7o$#,&2$%!
)XnHFJGVHO!
1. Increase the number of
tourists utilizing Yurumey
Tours by 20% within one year
2. Increase Yurumey Tours’
earnings by 25% within one
year
3. Develop of executable
marketing strategy for Garifuna
Festivals that will increase
exposure for Yurumey Tours
,POaO!JL!XH!*HNKLNRHQ!
+HOYLIOGXGSGJW!
1.1 Develop database of prior tourists who have
utilized Yurumey Tours in the past analyzing and
define current tourists who utilize Yurumey Tours
Pablo Martinez
1.2 Analyze and develop profile of potential tourists
who will utilize Yurumey Tours in the future
Pablo Martinez
1.3 Development of company website
Pablo Martinez
1.4 Development of promotional items
Pablo Martinez
1.5 Building of relationships with hotel and travel
operators both domestically and internationally
Pablo Martinez
2.1 Analyze the per person cost per outing in order
to begin finding ways to lower the per unit cost
Pablo Martinez
2.2 Develop a package pricing structure for tour
variations
Pablo Martinez
2.3 Analyze market price for comparable tours
within the region and country
Pablo Martinez
3.1 Analyze the mediums heavily utilized by tourists
who would engage in similar activity as Yurumey
Tours
Pablo Martinez
3.2 Development of a marketing schedule for the
release of the proper materials that would factor
in items such as seasonality of tourists and
festival size
Pablo Martinez
1&%%&)'!
The mission of Yurumey Tours is primarily grounded in developing a better way of life for the Garifuna
people and providing an accurate depiction of the Garifuna people and culture to those outside of the
community. Yurumey Tours sees itself as a tool to assist the Garifuna communities in developing ways of
achieving economic sustainability. Additionally, Yurumey tours wants to promote in a positive light the
Garifuna culture as a means of educating other cultures both domestically and internationally. By taking on
these responsibilities, Yurumey Tours, a Garifuna-owned and operated venture, can demonstrate that
entrepreneurs of African descent can be successful in the Honduran business market.
E$8%!,)!%-##$%%
1.! Proper assessment of potential markets
2.! Proper marketing/promotional mix that will expose the market to the Garifuna Festivals tourism
product
3.! Ensure that the Garifuna Festivals tourism product will be of high quality in order to entice return
visitors and new business
!
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1"+E$,!"'"38%&%!
1PNaHJ!%H\RHIJO!
3GOJ!XHSLc!
*LJHIJGPS!#MOJLRHNO!
.GNOJ!WHPN!4>?s5!
*LJHIJGPS!#MOJLRHNO!
%HFLIQ!WHPN!
*LJHIJGPS!#MOJLRHNO!
,ZGNQ!WHPN!
Domestic
International
7+$"E!$2$'!"'"38%&%!
$OJGRPJHQ!.G]HQ!#LOJ!,LJPS9!,70!!
$OJGRPJHQ!2PNGPXSH!#LOJ!YHN!#MOJLRHN9!
$OJGRPJHQ!%HSSGI\!*NGFH!YHN!#MOJLRHN9!
7NHPa!$VHI!t!.G]HQ!#LOJ!,LJPSf%HSSGI\!#LOJ!SHOO!2PNGPXSH!#LOJ!
Note: List fixed expenses and specific cost elements for variable costs. For selling costs, list the amount you
actually receive (less cost of making the sale-- commissions, discounts, etc.)
'$D,!%,$*%!"'0!,&1$,"73$!
Gathering of marketing and promotional materials
Strengthen community relations in order to develop itineraries
Relationship building with hotel and travel operators (domestically and internationally)
See subsequent timetable
!
!
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De Turismo
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1"+E$,&'(!*3"'!,&1&'(!
,POa!
,GRGI\!XW!1LIJZ/!XH\GIIGI\!%HYJHRXHN/!>[email protected]!
@&L$
U#+6)*='*&<V-=#6*S*6$!2+O+$
-#='
a6'$
=!
(PJZHN!RPNaHJGI\!PIQ!YNLRLJGLIPS!RPJHNGPSO!
1.1
@&7
U#6$
b2<$
J#A$
>2)
E=)
>2/
b(<#
b(9/$
E(G
Assemble photographer and writer for both website
and calendar
X
X
1.2
Recruit webmaster to handle development and
maintenance of Yurumey Tours website
X
X
X
X
X
X
X
X
X
X
X
X
1.3
Obtain price estimates for calendar
X
X
>!
%JNHI\JZHI!FLRRMIGJW!NHSPJGLIO!
2.1
Solidify schedules of all festivals and respective events
that occur throughout the Garifuna communities
X
X
X
X
2.2
Work with Garifuna community business operators on
establishing itineraries for tourists
X
2.3
Work with business operators on ways to make the
festival product one of a high quality
X
@!
+HSPJGLIOZGY!XMGSQGI\!cGJZ!ZLJHS!PIQ!JNPVHS!
LYHNPJLNO!!
3.1
Assess the viable domestic hotel operators who would
favor offering cultural tours to their guests
X
X
X
X
3.2
Contact domestic hotel associations to inquire and
participate in trade shows
X
X
X
X
3.3
Assess the viable domestic and international travel
operators who have a niche in cultural tour trips
X
X
X
X
X
X
3.4
Contact international travel operators located in
communities with a significant Garifuna population
X
X
X
X
X
X
X
X
X
X
X
X
X
X
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%;),!"IPSWOGO!LK!8MNMRHW!,LMNO!
%JNHI\JZO!
!! Only Garifuna-owned tour operator in
La Ceiba
!! Close ties with the different Garifuna
communities along the northern coast
!! Two English-speaking employees
!! Strong relations with public and private
organizations
)YYLNJMIGJGHO!
!! Can be first to market with only
Garifuna-owned and operated festival
tour package
!! Approximately 100,000 Garifuna from
overseas come back to Honduras for
festivals
!! General increase in tourism in Honduras
!! Support from World Bank and other
development institutions
;HPaIHOOHO!
!! Little support from hotel operators to
aid in the promotion of the year-round
festivals
!! Limited economic resources
!! Lack of logistical items (office,
transportation, communication
equipment, etc.)
,ZNHPJO!
!! Competitors can imitate product
without the same level of qualitative
detail and thus create a negative stigma
for the events and/or communities
!! Rising crime rate
!! Instability of currency
.LMN!*O!LK!8MNMRHW!,LMNO!
*NGFH!
!! U.S. Dollars or Lempiras (value to be
determined later)
*NLRLJGLI!
!! Word of mouth
!! Honduras Tips
!! Contact guidebooks (Moon, Rough
Guides, Lonely Planet)
!! Let Go Honduras.com (should be free,
especially if add important content such
as the festival calendar)
!! Distribute festival calendar to hotels,
operators, agencies, language schools
twice per year in line with the two
festival seasons: Jan-March and JuneSeptember
*NLQMFJ!
!! Tours of Garifuna community festivals
"! Primarily targeted towards
international tourists (view sample
itinerary)
*SPFH!40GOJNGXMJGLI5!
!! Direct – perhaps through the
letsgohonduras.com website
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%PRYSH!&JGIHNPNW!
!!
!!
!!
!!
!!
!!
6AM – 12PM: optional nature hike to mountainous areas near communities
12PM – 2PM: lunch in Garifuna community
2PM – 4PM: rest / beach time
4PM – 6PM: visit local artisans and observe work
6PM – 7:30PM: learn Garifuna cooking from local chef and eat dinner
7:30PM – 10PM: watch dance and music presentations
Price (TBD) includes transportation, bilingual guide, and all meals
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"**$'0&D!>d9!!+$60$%!.)-'0",&)'!7-%&'$%%!*3"'!
')+1"'!.3)+$%!
*+$3&1&'"+8!7-%&'$%%!*3"'!
')+1"'!.3)+$%!
Proposer:
Name &
Address
Norman Javier Flores
Aldea El Pino, Zona de Amortizacion
Municipio El Porvenir
PN Pico Bonito
Phone:
Email: [email protected]
Advisor:
Name &
Address
Vincent Murphy
Phone:
Email:
Kazu Ishizaki
George Washington University
600 21st Street Washington, DC
Jason Hendricks
George Washington University
600 21st Street Washington, DC
Brad Weiss
George Washington University
600 21st Street Washington, DC
Phone:
Email: [email protected]
GW Team:
Name &
Address
Name &
Address
Name &
Address
Phone: 301.580.1258
Email: [email protected]
Phone:
Email: [email protected]
$D$#-,&2$!%-11"+8!
Norman Flores has proposed a start-up business that complements the principles of the Rehdes
Foundation. Flores would like to develop a nighttime canyoneering tour that would be marketed to
academics, scientists, and adventurers. Like the Rehdes Foundation, Flores’ business proposal will take on
the task of aiding in the conservation and development of protected areas through the following means:
!! Community development, awareness, and participation
!! Strategic planning focused ecotourism development and environmental education
Flores’ nighttime canyoneering product will include such components as hiking, bouldering, and rafting.
Flores, who is also the director of Rehdes, sees this endeavor as a way to continue with the protection,
conservation, and development of certain areas within the community.
It is the vision of Norman Flores to use the nighttime canyoneering tours to assist in the lowering of
poverty in the local communities by attracting more tourists to the area, thus creating more job
opportunities and more opportunities for people to patronize the local merchants. Additionally, Flores
envisions the nighttime tours to be used as an example for others to follow on the conservation of wildlife
and natural resources.
Norman Flores is drafting this business plan in order to devise a strategy that will accomplish two
tasks. First, the plan will comply with the core components of the newly formed organization and
the means to seek out support for these components. Second, the execution of the plan will create
a means for the organization to become economically sustainable over the next three years by
utilizing the revenue generated from the tours. !
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7-%&'$%%!)7o$#,&2$%!
)XnHFJGVHO!
,POaO!JL!XH!*HNKLNRHQ!
+HOYLIOGXGSGJW!
1. Become a self-sustaining
entity within the next three
years
1.1 Establish initial line of external funding to offset
costs of project for the next three years
Norman Flores
1.2 Project revenues and expenses to assess future
operational status
Norman Flores
1.3 Assess the what will be the best way to attract
and maintain a relationship with the target markets
Norman Flores
1.4 Develop contingency plans with a lay out of
revenues and expenses
Norman Flores
2.1 Assess the current work responsibilities of
existing staff and the organizational structure
Norman Flores
2.2 Assess the job responsibilities of the current staff
and define what will be required for new staff
members
Norman Flores
2.3 Develop training programs for both current and
new staff members with focuses in both their areas of
expertise and in the customer service area
Norman Flores
3.1 Develop personnel manual for employees
Norman Flores
3.2 Develop questionnaires and evaluation card for
tourists to fill out to give their suggestions on
improving the service
Norman Flores
2. Increase staff size in
proportion with the growing
number of tourists
3 Conduct tours with emphasis
on quality
1&%%&)'!
The mission of the Norman Flores project is to focus on improving the quality of life for the surrounding
communities through the use of ecotourism. Flores believes that the use of ecotourism as a means for
improving the quality of life for the communities will accomplish the following:
!! Reduction of poverty through hiring out of the local communities
!! Guaranteeing conservation efforts
!! Learning more about the behavior of nocturnal fauna (education)
Flores’ use of ecotourism will provide the tools for the community to become self-sufficient, preserve the
surrounding areas, and educate individuals on the overall impacts.
E$8%!,)!%-##$%%
5.! Proper training of staff to become adept at handling night time tours and more of a focus on
customer service
6.! Increased community involvement
7.! Increased security presence for the preservation of wildlife and for the well-being of visitors
8.! Increased pressure on the establishment of government policies that incorporate financial incentives
for new businesses in the municipalities
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1"+E$,!"'"38%&%!
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Scientific
Academic
Adventure
7+$"E!$2$'!"'"38%&%!
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$OJGRPJHQ!2PNGPXSH!#LOJ!YHN!#MOJLRHN9!
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7NHPa!$VHI!t!.G]HQ!#LOJ!,LJPSf%HSSGI\!#LOJ!SHOO!2PNGPXSH!#LOJ!
Note: List fixed expenses and specific cost elements for variable costs. For selling costs, list the amount you
actually receive (less cost of making the sale-- commissions, discounts, etc.)
'$D,!%,$*%!"'0!,&1$,"73$!
Assess staffing needs for new venture
Strengthen community relations
Reach out to scientific and academic channels to assess level of international interest
Develop preliminary marketing strategy
See subsequent timetable
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7-%&'$%%!*3"'!,&1&'(!
!
,POa!
,GRGI\!XW!1LIJZ/!XH\GIIGI\!%HYJHRXHN/!>[email protected]!
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1.1
Development and implementation of uniform training
program
1.2
Cross-training sessions for all staff members for
overlap and overall understanding of the business
1.3
Certification of tour guides and the establishment of
apprenticeships for those desiring to become tour
guides
1.4
Increase level of internship programs calling for both
domestically and internationally
>!
%JNHI\JZHI!FLRRMIGJW!NHSPJGLIO!
2.1
Hold town meetings to discuss the impacts of the
latest project on the surrounding communities
X
2.2
Work with the local community leaders to show them
the positives and mutual benefits of sustained
ecotourism
X
X
X
X
X
X
2.3
Work with the local communities on devising a
“neighborhood watch” program to alert the
authorities of those doing harm to the surrounding
environment and its patrons
X
X
X
X
X
X
@!
)MJNHPFZ!JL!OFGHIJGKGF!PIQ!PFPQHRGF!FZPIIHSO!!!
3.1
Assess current relationships with other NGOs
(through Rehdes) to determine level of interest in
X
X
X
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X
X
X
X
X
X
X
X
X
X
X
X
X
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X
X
X
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X
X
X
J#A$
X
X
X
X
X
X
X
X
X
X
X
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nighttime canyoneering tours
3.2
Develop preliminary relationship with scientific and
academic associations outside of the current NGO
partners
X
b!
*NHSGRGIPNW!RPNaHJGI\!OJNPJH\W!
4.1
Assess strengths, weakness, threats, and opportunities
of product
X
4.2
Develop an marketing mix that will give the greatest
exposure both domestically and internationally
X
4.3
Development and maintenance of nighttime
canyoneering website
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
!
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Proposer:
Name &
Address
Udo Wittemann
Phone:
Email:
Advisor:
Name &
Address
Vincent Murphy
Phone:
Email:
Jason Hendricks
George Washington University
600 21st Street Washington, DC
Phone: 301.580.1258
Email: [email protected]
GW Team:
Name &
Address
$D$#-,&2$!%-11"+8!
Omega Tours is a local tour operator that provides numerous activities for its guests ranging from whitewater rafting to horseback riding. Omega Tours has been known amongst tourists to be a one-day stop off
for a variety of activities. However Udo Wittemann would like to change this perception about his
establishment in the attempt to attract the type of tourists who will appreciate the one-stop location that will
provide them with a multitude of options.
Omega would like to increase its volume of long-stay patrons by upgrading and expanding its lodging
facilities in order to entice tourists to make Omega their destination and not just a day activity on the
remainder of their vacation. The upgrades will include expanding the existing rooms on the premises and
expanding on the property to build tree house villas. The tree house villas expand on the idea of a child’s
tree house but are expanded into a living quarters fit for adults. The idea of spending one’s vacation living
in a tree house will give Omega a clear distinction over any of the hotels in the area, and possibly the region.
Omega also sees the creation of this plan as an opportunity to hire more of the inhabitants from
the local community. By hiring more people from the community, Omega will be able to keep its
money within the community by hiring and purchasing supplies from the area. In addition, Omega
has the opportunity to show the people of the community first hand on the economic benefits of
operating an establishment that is reliant upon the environment remaining in tact. !
!
!
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7-%&'$%%!)7o$#,&2$%!
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1. Increase the number of
tourists who vacation at Omega
Tours by 20% within the next
three years
1.1 Analysis of domestic and international target
markets to determine average length of vacation time
and vacation duration
Udo Wittemann
1.2 Develop database of prior tourists who have
utilized Omega Tours in the past analyzing and
define current tourists who utilize Omega
Udo Wittemann
1.3 Development of company website
Udo Wittemann
1.4 Development of promotional items
Udo Wittemann
1.5 Development of relationships with domestic and
international travel operators to sell Omega packages
Udo Wittemann
1.6 Development of questionnaire to assess lodging
preferences while on vacation from past and
current clients
Udo Wittemann
2.1 Analysis of European target markets to
determine average length of vacation time and
vacation duration
Udo Wittemann
2.2 Development of promotional items specifically
catered to the European clientele
Udo Wittemann
2.3 Development of relationships with European
travel operators to sell Omega packages
Udo Wittemann
3.1 Analysis of current activities offered and
associated revenues and costs
Udo Wittemann
3.2 Analysis of different groupings of potential
activities to develop low-cost packages
Udo Wittemann
3.3 Development of questionnaire to assess types of
activities preferred while on vacation from past
and current guests
Udo Wittemann
3.4 Refine website and promotional packages to
emphasize packaged vacations
Udo Wittemann
2. Increase the number of
European tourists vacationing
at Omega Tours by 30% within
the next three years
3. Streamlining of activities
into vacation packages to
attract future tourists
!
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!
1&%%&)'!
The mission of Omega Tours is to provide educational and environmentally friendly activities with the goal
of creating a lucrative ecotourism business and to aid in the preservation of the area’s surrounding natural
resources. Omega Tours sees itself as a vessel to pass out what it had learned many years ago when
establishing itself as a business, the preservation of the environment can benefit everyone. It is the task of
Omega Tours to pass on this conservatism philosophy to its guests for them to take back to their respective
homes, and to the surrounding communities who can economic benefits from adhering to this lifestyle.
E$8%!,)!%-##$%%
1.! Streamline current business practices to create better and stronger tour packages to sell to target
markets
2.! Improve and expand lodging facilities to entice guests for more overnight and lengthy stays
3.! Increased security presence for the preservation of wildlife and for the well-being of visitors
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Educational –
Domestic
Educational –
International (U.S. &
Europe)
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7NHPa!$VHI!t!.G]HQ!#LOJ!,LJPSf%HSSGI\!#LOJ!SHOO!2PNGPXSH!#LOJ!
Note: List fixed expenses and specific cost elements for variable costs. For selling costs, list the amount you
actually receive (less cost of making the sale-- commissions, discounts, etc.)
'$D,!%,$*%!"'0!,&1$,"73$!
Categorization of tour packages
Seek out organizations that will help subsidize the lodging expansion efforts
Develop preliminary marketing strategy to promote Omega as a total package destination
See subsequent timetable
!
!
!
!
!
!
!
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Hondureno
DeFinal
Turismo
GW MBA Consulting Practicum Final Report
7-%&'$%%!*3"'!,&1&'(!
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1.1
Assess the current number of individual activities
Omega provides its guests (provided directly or
outsourced)
X
1.2
Analyze the revenues and costs related to each activity
and how they differ with the creation of packages
X
1.3
Assess activities that interest tourists that Omega does
not provide
X
>!
%HHaGI\!OMXOGQG[HQ!KMIQGI\!KLN!H]YPIOGLI!
2.1
Research domestic and international organizations
(public or private) willing to apply funding for the
development of ecotourism project or the relation
thereof
2.2
Work with local business associations to try and
generate funding for the collective and disperse
appropriately
2.3
Work with IHT to uncover sources of funding for
tourism projects
@!
*NHSGRGIPNW!RPNaHJGI\!OJNPJH\W!!!
!
3.1
Development and maintenance of company website
X
X
3.2
Network with domestic and international travel
operators
X
X
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X
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X
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X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
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3.3
Develop promotional strategies geared towards both
travel operators and individual tourists
X
3.4
Build relationship with IHT to get assistance in both
domestic and international marketing activities
X
3.5
Develop in-house database of past customers to
analyze any pattern or trends in records
X
X
X
X
X
X
X
X
X
X
!
!
!
!
!
!
!
!
!
!
!
!
!
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"**$'0&D!>C9!!.-'"*&7!1"+E$,&'(!*3"'!
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Proposer:
Name &
Address
Jerry Haylock
Phone:
Email:
Advisor:
Name &
Address
Vincent Murphy
Phone:
Email:
GW Team:
Name &
Address
Name &
Address
Kazu Ishizaki
George Washington University
600 21st Street Washington, DC
Jason Hendricks
George Washington University
600 21st Street Washington, DC
Phone:
Email: [email protected]
Phone: 301.580.1258
Email: [email protected]
$D$#-,&2$!%-11"+8!
FUPNAPIB is a non-governmental organization that has taken on the task of maintaining the largest
national park in Honduras. One of FUPNAPIB’s main goals is finding the means of preserving Pico Bonito
National Park.. Normally these means come in the form of advocating conservationism of Pico Bonito to
the local and national governments, and the local communities. FUPNAPIB has been working on a plan
that will help their cause of conservationism in Pico Bonito by constructing a new visitor’s center, a
restaurant, lodging and a new hiking trail. Jerry Haylock, a consultant working for FUPNAPIB, is given the
task of developing a marketing strategy to promote the soon-to-be offerings at Pico Bonito.
This marketing plan is being drafted to guide FUPNAPIB in a strategy that will help increase patronage to
Pico Bonito by 25% over the next three years with particular focus on the local markets surrounding Pico
Bonito.
It is Haylock’s and FUPNAPIB’s vision to help educate the surrounding communities on the benefits
associated with ecotourism, with one of the main benefits being economic sustainability. By properly
executing the promotion of FUPNAPIB’s new project, with expected completion by early 2004, this NGO
can strengthen its educational teachings by physical examples in a fun, family-friendly environment..
It is important to also note that FUPNAPIB has received some funding for this project from the World
Bank. The funding allotted by the World Bank to FUPNAPIB is part of an initiative to assist those
countries who are trying to boost their national economy through tourism, especially those countries who
are giving greater credence to ecotourism projects.
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7-%&'$%%!)7o$#,&2$%!
)XnHFJGVHO!
,POaO!JL!XH!*HNKLNRHQ!
+HOYLIOGXGSGJW!
1. Increase overall patronage to
Pico Bonito National Park by
25% within three years
1.1 Inform the market about the new offerings at
Pico Bonito through marketing and promotional
campaigns
Jerry Haylock
1.2 Develop questionnaire for distribution at
visitor’s center to begin collecting information of
patrons to Pico Bonito
Jerry Haylock
1.3 Increase or maintain amount of natural
resources in Pico Bonito
FUPNAPIB staff
1.4 Increase public relations material for distribution
FUPNAPIB staff
2.1 Inform the market about the new offerings at
Pico Bonito, specifically targeting marketing and
promotional campaigns at the local consumer
Jerry Haylock
2.2 Strengthen the relations of FUPNAPIB and the
local communities and their leaders
FUPNAPIB staff
2.3 Provide promotional incentives for patrons to
come during the week
Jerry Haylock
2. Increase local weekday
attendance to Pico Bonito
National Park
1&%%&)'!
FUPNAPIB was founded in 1993 to conserve and control the use of Pico Bonito National Park’s natural
resources, in addition to improving the quality of life for the surrounding communities by promoting
sustainable rural development. FUPNAPIB looks to aid in the preservation of Pico Bonito from public and
private interests who find more profitable uses in the consumption of the land. Additionally, FUPNAPIB
educates and enlightens domestic and international visitors on the overall benefits of ecotourism on local
and national economies.
E$8%!,)!%-##$%%
9.! Establishing the proper media mix for maximum exposure into the local market
10.! Ensuring that the financial resources are in place to take on such a marketing strategy
11.! The backing by the local communities around Pico Bonito on this project and its promotion
12.! Increased security presence around the park to preserve the well-being of Pico Bonito
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,ZGNQ!WHPN!4>Bs5
Local
Domestic
International
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7+$"E!$2$'!"'"38%&%!
$OJGRPJHQ!.G]HQ!#LOJ!,LJPS9!,70!!
$OJGRPJHQ!2PNGPXSH!#LOJ!YHN!#MOJLRHN9!
$OJGRPJHQ!%HSSGI\!*NGFH!YHN!#MOJLRHN9!
7NHPa!$VHI!t!.G]HQ!#LOJ!,LJPSf%HSSGI\!#LOJ!SHOO!2PNGPXSH!#LOJ!
Note: List fixed expenses and specific cost elements for variable costs. For selling costs, list the amount you
actually receive (less cost of making the sale-- commissions, discounts, etc.)
'$D,!%,$*%!"'0!,&1$,"73$!
Devise marketing strategy attracting local market
Devise marketing strategy attracting domestic and international markets
Strengthen community relations
Development of more partnerships with other NGOs and scientific organizations
See subsequent timetable
!
!
!
!
!
!
!
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1"+E$,&'(!*3"'!,&1&'(!
,POa!
,GRGI\!XW!1LIJZ/!XH\GIIGI\!%HYJHRXHN/!>[email protected]!
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1.1
Negotiate with local television to show the progress of
the Pico Bonito project through the initial grand
opening
1.2
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X
X
X
X
Take out ad space in the local newspapers as a
reinforcement to the television spots
X
X
1.3
Obtain air time on the local radio stations as
continued reinforcement to the other medium
channels
X
X
1.4
Utilize local students in ecotourism programs to
distribute print materials of the new project
1.5
Development of questionnaire to get feedback from
visitors on reasons for coming to Pico Bonito
>!
0LRHOJGF!PIQ!GIJHNIPJGLIPS!RPNaHJGI\!YSPI!
2.1
Work with local and international travel operators
who specialize in providing ecotourism packages
2.2
Take out ad space in local travel guides for tourists
2.3
Invite domestic travel columnists and members of
IHT to the new project
X
2.4
Utilize local students in ecotourism programs to
distribute print materials of the new project
X
2.5
Maintenance of website to reflect the promotion of
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X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
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the new project (including updates, events, and general
news)
2.6
Development of questionnaire to get feedback from
visitors on reasons for coming to Pico Bonito
X
@!
%JNHI\JZHI!FLRRMIGJW!NHSPJGLIO!!!
!
3.1
Hold town meetings to discuss the impacts of the new
project on the surrounding communities
X
3.2
Work with the local community leaders to show them
the positives and mutual benefits of sustained
ecotourism
X
3.3
Hold a promotion for community days at the new
project
b!
+HSPJGLIOZGY!XMGSQGI\!cGJZ!LJZHN!'()O!PIQ!
OFGHIJGKGF!LN\PIG[PJGLIO!
4.1
Strengthen established relationships with existing
NGO and scientific partners
X
X
X
X
X
X
X
X
X
X
X
X
4.2
Network with other local and international NGOs
who have vested interests in sustainable rural
development
X
X
X
X
X
X
X
X
X
X
X
X
4.3
Network with international scientific organizations
and associations whose fields of study are compatible
with what Pico Bonito has to offer
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
!
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"**$'0&D!>A9!!#)'#$*,!*"*$+!)'!"0)*,!"!6$#,"+$!!
!
Due to land tenure issues, some crucial areas of the Pico Bonito National Park are currently
occupied by inhabitants whose lack of financial resources often translate into activities
inconsistent with preservation goals for the park. These include deforestation, hunting, and
slash and burn farming techniques. In order to end such destructive activities, one of the
few options available is to buy tracts of land from their current inhabitants. FUPNAPIB has
identified a tract of 1,000 hectares that is crucial to the preservation of the park’s flora and
fauna. The estimated price of this land is roughly US$90,000. The challenge is to raise the
funds necessary to secure this land so as to prevent further destructive activity.
One idea for generating such funding is to solicit contributions from tourists or former
tourists to the area. This could be done through an “adoption” program, using units of
hectares valued at $90 each. Tourists who have seen the beauty of the park and understand
the threats to the park may be willing to make such donations. They can be further enticed
by added value features such as regular sending of photos of their land and some form of
demarcation of the land they donated. This demarcation could take the form of a simple,
hand-carved wooden plaque, crafted by a local artist that could be attached to a tree on the
donated plot of land (perhaps such an offering would be reserved for those that have
donated multiple hectares).
!
Such a project would need a strong partner that could actively promote and administer the
program. This partner would ideally have constant access to high-end tourists that would be
most likely to contribute. This partner would have a deep interest in preserving the park and
ideally also have further incentive to actively promote the project.
Given the
aforementioned criteria, the Pico Bonito Lodge is a natural partner. Its clients are, for the
most part, affluent, nature appreciating, and conscientious travelers. They have spent a
considerable amount of time in the park and likely appreciate its beauty. The lodge certainly
has a vested interest in preserving the park and furthermore, this project could stimulate
repeat visits. Those who donated land will be more likely to return since they now have a
greater stake in the park. They will be sent periodic updates, perhaps with photos, that keep
the park at the top of their mind. The lodge could also send notice of the project to former
guests in their database. Again, this serves as a good excuse to reinitiate contact and
stimulate repeat visitation—perhaps even repeat donations in the future.
The ideas in this concept paper have not yet been presented to the Pico Bonito Lodge, due
to the fact that the general manager, Kent Forte, has been out of the country. However, the
idea will be presented to him upon his return.
!
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"**$'0&[email protected]?9!!#)'#$*,!*"*$+!)'!3"'(-"($!$D#6"'($!*+)(+"1!!
One of the most often discussed shortcomings of the tourism industry in Honduras is its
insufficient human resources. Most stakeholders agree that this stems from the lack of
training available to hospitality workers. One of the key areas in which training is either
nonexistent, ineffective, or too expensive is language training. Far too few hospitality
workers currently speak foreign languages, even in areas that it would seem essential:
tourism information offices, tour guides, hotel reception, etc. For hospitality workers, the
desire is often present, as a hospitality worker who speaks English or other foreign languages
is a great asset to his/her company and as such, can command higher salaries. Yet
opportunities for language training often do not exist.
One possible solution to the lack of training taps into the desire of many Americans to learn
Spanish. American students and professionals (we discuss Americans for the purpose of
simplicity, but such a program could apply to a wide range of foreigners with several
different native languages) could come to Honduras and take Spanish language courses
essentially in exchange for English lessons to hospitality workers. Some of these English
lessons could take place on-site, so that the students learn in the context of their hospitality
jobs. Spanish language classes would be given by local Spanish language schools at
discounted rates. The schools would accept less money because of the critical mass of
students brought through the program. Payment of the discounted cost of the Spanish
language courses would then be split between the American participants and the local
recipients of the English language classes or their work sponsors. Ideally, IHT and a
development agency would also provide funding to lessen the costs for the participants.
Naturally, it will be important to ensure that the American participants are qualified to teach
English. Being a native speaker by no means enables someone to effectively teach the
language. Therefore, participants would be required to take an online training course. It
would cover all the basic information needed to teach grammar, syntax, and pronunciation
to English students. Before being eligible for the program, prospective participants would
have to complete exercises and achieve a passing grade on each training module, as well as
pass a final examination. The course could be designed by an English language school—a
personal contact at Lex English in Sao Paulo, Brazil would be an excellent option. The
online course could potentially be designed by the George Washington University, which has
considerable experience in online distance learning courses. Participants would be charged
around $200 for the course.
Such a program has the potential to benefit all parties involved. The American participants
are able to learn Spanish and gain a meaningful “volunteer” experience at a cost that is
significantly less than what most Spanish language or volunteer programs currently charge.
Also, they would carry a certification for passing the online course, which could help them
get teaching jobs elsewhere, after the program ends. The local hospitality workers would
benefit from low-cost and high-quality English lessons, as this expanded knowledge would
likely allow them to get higher-profile and higher-paying jobs. Their employers would
benefit from a better trained workforce that could allow them to better serve their foreign
clientele. The Spanish language schools would benefit from a large increase in students,
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perhaps allowing for further expansion of their schools. The destination as a whole would
also benefit from a better trained workforce, as well as an influx of the participants, or
“academic tourists”. Also, American participants would likely establish meaningful
relationships with their students, thus stimulating repeat visits. Also, the American
participants would likely stay at local homes, thereby spreading their economic impact to
many members of the community.
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"**$'0&[email protected]=9!!,$3"!6&%,)+&#"3!"'0!"+#6&,$#,-+"3!+$2&2"3!
!
Tela has enjoyed a rich and diverse past. It has seen many cultural transitions from Mayan
influence in 300 AD to its Spanish founding in 1524. In the 16th century it was frequented
by buccaneers and eventually home to carib-African slaves beginning in the early 1800s. The
area then went on to witness and serve as a testimonial for the rise of the banana industry in
the 20th century.
With such a diverse and interesting past the present day city of Tela has the ingredients to
entice visitors to come and explore. In order to document and embrace Tela’s past,
particularly the 20th century, we introduce the Tela Historical & Architectural Revival
Project. The project would allow visitors to see the charming city of Tela as it once stood in
the not so distant past with its refurbished colonial buildings in the downtown area and a
restored Tela Railroad building.
There are many organizations that work to promote volunteer reconstruction tourism in
local communities. Programs such as %9&A29$M&9(<'##)+ are currently working on projects in
Costa Rica and throughout Latin America. Organizations, such as %9&A29$ M&9(<'##)+, are
available to contact and would be a valuable source for developing a project like the Tela
Historical & Architectural Revival. These programs could be organized by the local Tela
volunteer coordinator, advocated for in Product Development 2.1.
The Tela volunteer coordinator should set up contact with the Global Volunteers
organization. They can be contacted in the US at [email protected] and toll free
(800) 487-1074.
!
%"1*3$!&,&'$+"+8!!
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M&9(<'##)$&<$6&,,(<*'/$.#7#9&=,#<'$2<.$6&<+#)72'*&<$=)&Q#6'+$*<$D&<.()2+f$$D&<.()2<+$2)#$=)&(.$&S$'"#*)$
<2'()29$)#+&()6#+$2<.$"#)*'2G#e$*<'#G)2'*<G$2$g6&<+#)72'*&<$2''*'(.#g$*<'&$'"#*)$.2*9/$9*7#+L$
Can you pound a nail, swing a paintbrush, or plant a
flower? Volunteers who enjoy working outdoors or
with their hands can assist with building, repairing and
painting facilities such as community centers,
classrooms, medical clinics and houses. You can also
help clear parks, plant community gardens, dig wells,
construct clean water systems, install playground
equipment and more. Anyone who is in good physical
condition can assist with these projects, as there
usually are both light and heavy labor options at most work sites. Here's where you can
learn new skills or polish up your "handyman" talent!
If you enjoy measuring your efforts by the shovels-full, this program will suit your appetite
for "soft adventure," while you simultaneously make a significant contribution to a friendly
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community. Help with "hands-on" projects that leave you feeling invested in the futures of
the people you assist.
,HSP!*NLnHFJ9!!.LLQ/!3LQ\GI\!PIQ!,NPVHS!
6LIQMNPO!_!6GOJLNGF!NHILVPJGLI!LK!,HSP!
You will be met at the San Pedro Sula airport by Global Volunteers' Honduras team leader.
Travel to the host communities in Tela is overland by van or bus. Teams working in Tela
will stay and eat their meals in simple hotels. Typical dishes, such as =92'&$ '*=*6&e$ include$ a
traditional mixture of beef, fried plantain, beans, rice, cheese and with other variations. A
wide variety of fruits are served. Water is bottled or filtered.
,HSP!*NLnHFJ!2LSMIJHHN!.NHH!,GRH!
The Tela project is not all work. In addition to putting your skills to the test reconstructing
community sites volunteers can enjoy some of the best natural and cultural attractions in
Central America. From lush tropical mountains to pristine white sand beaches, to local
communities such as the Garifuna’s villages. All though free time costs are your
responsibility, Honduras is a very affordable country and your dollar will go along way.
Your local coordinator will be available to excursion recommendations and local eco-tour
adventure travel companies are readily accessible.
,HSP!*NLnHFJ!*NL\NPR!.HH!
Two
$1,450
Two Weeks – Student*
$1,150
Nine days
$1,200
Nine days – Student*
$1,000
Service Fee Explanation: These fees support the community's on-going development
program as well as your meals, lodging, transportation to and from the work site, project
expenses, administrative costs, and the services of a trained team leader. The service
program fee does not cover free-time expenses, or your airfare or other travel to the host
community. All fees, including airfare, are tax-deductible for U.S. tax-payers. ***Airfare not
include
[email protected]
Global Volunteers, 375 East Little Canada Road
St. Paul, MN 55117-1627 USA
(800) 487-1074 toll free
(651) 407-6100 local
(651) 482-0915 fax
*** This itinerary was adapted from a Global Volunteers itinerary.!
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"**$'0&[email protected]>9!!,+"&3!*+)0-#,!0$2$3)*1$',!(-&0$!
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Proposer: Name &
Address
Prolansate and Lancetilla Botanical Gardens
BCEG Advisor: Name
& Address
GW Team: Name &
Address
Phone:
Email:
Phone:
Phone:
GWU Tela Consulting Team
Alison Powers
Phone: 202.994.5058
Email: [email protected]
0$%#+&*,&)'!).!+$#)11$'0$0!"#,&)'!
Plan, construct, and map new multi-use trails in the Jeanette Kawas National Park, Punta Izopo National Park, and
Lancetilla Botanical Gardens to attract more SAVE tourists and provide adequate support services for activities such as
hiking, wildlife watching, and research.
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1. Develop trail
development project
in Tela
2. Develop trails as a
new tourism product
3. Promote new trails
to U.S. SAVE market
4. Develop Trail
Development
Volunteer Program
,POaO!JL!XH!*HNKLNRHQ!
+HOYLIOGXGSGJW!
1.1! Promote benefits of new trail development to
community
IHT and Prolansate
1.2! Gain community support and commitment for trail
development project
IHT, Prolansate, and local
stakeholders
1.3! Identify funding sources
IHT
1.4! Apply for funding
Prolansate and local stakeholders
Plan a network of interconnected trails in the parks for multiuse activities
Construct new trails
Park management
Map new trails
Park Management Volunteers
3.1!
collateral
Include new trails in Tela marketing
3.2!
Incorporate Tela trail network in
Honduras marketing plan and collateral
3.3!
Plan new product launch event; i.e.
National Trails Day
Park Management Volunteers
Tela Tourism Chamber IHT
IHT, Tela tourism board
1.1! Assign volunteer coordinator for each park
Park management
1.2! Develop volunteer project description and plan
Park management Volunteers
1.3! Recruit US SAVE volunteers
IHT volunteer director and park
management
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;LNa!)MJYMJO!XW!)XnHFJGVH!
#NGJGFPS!%MFFHOO!&IQGFPJLNO!
Obj. 1: Trail development project in Tela
!! Community support of trail project
!! Funding secured from donor agencies
A project plan for trail development
!! At least one new trail in each park by 2005
!! Maps of all trails in each park, easily accessible to potential
tourists in U.S. as well as travelers in Tela
Marketing collateral produced and distributed to SAVE
organizations
!! Increase of U.S. visitation to park trails at the end of 2005
Volunteer description and project plan established
5 US SAVE volunteers placed in each park
Obj. 2: Develop trails as a new tourism product
Obj. 3: Promote new trails to U.S. SAVE market
Obj. 4: Develop Trail Development Volunteer
Program
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1. Project Director
IHT staff person to manage trail development program
for North Coast.
One main point of contact in Tela to manage the trail
development program locally. This person will represent
the interests of IHT, local parks, local businesses, and all
other local stakeholders.
Three volunteer coordinators to manage volunteer
activities at each Tela park. (see Product
Recommendation 2.1 – Volunteer coordinator)
IHT staff salary
4. Volunteers
Volunteers from the U.S. SAVE tourism market to help
in trail construction and mapping. (see Product 1.9,
Friends of the Park)
Costs for volunteer housing
and administration of program
5. Marketing
Marketing staff person to design marketing plan and
collateral
May use existing marketing
specialists
2. Local Project Manager
3. Volunteer coordinator
Staff salary funded by IHT
and local stakeholders
Staff salary funded by IHT
and local stakeholders
!
0$%#+&7$!3&'E"($%!
Strategic Alliances
IHT
PROLANSATE Organization/Lancetilla Botanical Gardens
Tela Tourism Chamber
Institutional arrangements
Other
!
!
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,POa!
,GRGI\!XW!1LIJZ/!XH\GIIGI\!u)FJLXHN/!>[email protected]!
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Develop trail development project in Tela!
1.1
Promote benefits of new trail development to
community
X
1.2
Gain community support and commitment for trail
development project
X
X
1.3
Identify funding sources
X
X
X
1.4
Apply for funding
X
X
!
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Develop trails as a new tourism product!
2.1
Plan a network of interconnected trails in the parks for X
multi-use activities
2.2
Construct new trails
2.3
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F$
[$
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X
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X
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X
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X
X
X
X
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Map new trails
Promote new trails to U.S. SAVE market
3.1
Include new trails in Tela marketing collateral
X
X
X
X
X
X
X
3.2
Incorporate Tela trail network in Honduras marketing
plan and collateral
X
X
X
X
3.3
Plan new product launch event; i.e. National Trails
Day
X
X
X
b!
Develop Trail Development Volunteer Program
4.1
Assign volunteer coordinator for each park
4.2
Develop volunteer project description and plan
4.3
Recruit US SAVE volunteers
X
X
X
X
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"**$'0&D! @@9! ! #"%$! %,-08! )'! ,$#6'&i-$%! )'! 6);! ,)! $%,"73&%6! *"+E!
%-**)+,! %$+2&#$%9! '*%! +&2$+%/! ,+"&3%/! "'0! #)'%$+2",&)'! 7$%,!
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This case study is to illustrate how IHT can assist Tela, in addition to the rest of the North
Coast, with the creation of trail development and park sustainability programs. IHT may
engage a third-party to assist them with this project, too. This illustrates Best Practices in
terms of how governmental organizations support local park initiatives.
#POH!%JMQW!!
A U.S. based agency, Rivers & Trails, provides assistance to non-profit organizations,
community groups, tribes or tribal governments, and local or state government agencies.
This assistance includes:
!!
Building partnerships to achieve community-set goals;
!!
Assessing resources;
!!
Developing concept plans;
!!
Engaging public participation;
!!
Identifying potential sources of funding;
!!
Creating public outreach;
!!
Organizational development; and
!!
Providing conservation and recreation information.
National Park Service (NPS) staff for the Rivers & Trails program are based in 35 field
locations to make them more readily accessible to nonprofit organizations and local and
state governments in all 50 States. In 2003, they are assisting 315 community projects which
include:
!!
Trails and greenway planning;
!!
Open space protection;
!!
River conservation;
!!
Watershed planning;
!!
Rail-trail conversions; and
!!
Urban greening.
Each year, their partners protect over 1000 miles of rivers, create 700 miles of trails, and
conserve over 30,000 acres of open space. By working side-by-side with grassroots groups
and local governments in communities throughout the country the National Park Service is
building a nationwide system of parks, open spaces, rivers, and trails.
-&()6#0$"''=0VVNNNL<=+LG&7V<6)6V=)&G)2,+V)'62V*<.#5L"',9
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#)'%$+2",&)'!%-##$%%$%
'Hc!JNPGS!SHPQO!VLSMIJHHNO!PIQ!VGOGJLNO!GIJL!YPNa!
!
El Paso, TX (December, 2001) - A new 1.3-mile
nature trail is being constructed with the
assistance of the Rivers & Trails Program. The
new nature trail is intended to take visitors into
the Rio Bosque Wetlands Park through the
most vegetative and natural wildlife areas.
The trail has been mainly constructed with
volunteer assistance. Volunteer groups include
local residents, Chamizal National Monument
staff, local naturalists groups, scout groups, and *ZLJL!XW9!7LIIGH!%LIQNGIG!
+GL!7LOeMH!;HJSPIQO!*PNa/!$S!*POL!,H]PO!
students from University of Texas, El Paso
(UTEP) and local schools. Trail users will be able to see wildlife and vegetation native to
traditional riparian areas of the Rio Grande. This trail is part of the first phase of trail
development outlined in the park management plan. Rivers & Trails is primarily assisting the
UTEP and the City of El Paso with an outreach strategy to seek public input and
participation in the final development of the comprehensive park management plan. UTEP
recently received $200,000 of new funding from the Meadows Foundation for
implementation of recommendations in the management plan.
The Rio Bosque Wetlands Park is also an important link connecting to a larger Region-wide
river park network of trails being planned with Rivers & Trails assistance in the City and
County of El Paso. For questions please contact Paul Cusumano, NPS Rivers & Trails
Program at [email protected] or 505-988-6093.
-&()6#0$
http://www.nps.gov/ncrc/programs/rtca/news&events/ne_stories/conssucc/Rio_Bosque
_%20Park.htm!
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"**$'0&[email protected]!!,$3"!2&%&,)+!#$',$+!7-%&'$%%!*3"'!
0$,"&3$0!;)+E!*3"'!.)+!*+&)+&,8!"#,&)'4%5
Proposer:
Name &
Address
Tela Visitor Center
Phone:
Email:
Advisor:
Name &
Address
GW Team:
Name &
Address
Name &
Address
Tela Consulting Group
John Diehl
Washington, DC
Phone: 202-460-8006
Email:
Phone:
Email:
0$%#+&*,&)'!).!+$#)11$'0$0!"#,&)'!
Develop a community based visitors center that will promote, support and organize tourism services and
products that link Tela with near by parks and reserves. The center will unite the collaborative local efforts
of protecting both the ecological and cultural assets of Tela and the surrounding area by hosting both
economic activities and educational programs.
)XnHFJGVHO!
,POaO!JL!XH!*HNKLNRHQ!
+HOYLIOGXGSGJW!
1. Coordinate identified
businesses and educational
programs into an integrated
visitors center
1.1! Restore historic site such as Tela
Railroad Terminal or similar for
location
1.2! Define separate entity to manage the
visitors center
1.3! Seek initial capital/ funding
Municipality, Tela Tourism
Chamber, IHT
2.1! Setting up Destination Management
Company
2.2! Setting up Business Centre
2.3! Setting up Crafts and Souvenir Shop
2.4! Setting up Information &
Interpretation Center
IHT
2. Set up the different
components of the visitors
center
3. Financial Structure and
Marketing Strategy
3.1! Decide on common overhead and
rent contribution of each business
3.2! Decide on portion of revenue to be
allocated for collaborative visitor
centre marketing
3.3! Develop comprehensive marketing
strategy for the visitors centre
Tela Chamber, IHT
All parties involved
Municipality, Tela Tourism
Chamber, IHT
All parties
IHT
All parties involved
IHT
Tela Chamber, IHT
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;)+E!)-,*-,%!78!)7o$#,&2$!
#+&,&#"3!%-##$%%!&'0&#",)+%
Obj. 1: Visitor Center ready for use
Management has been established
Funds/ resources have been obtained for
restoration
The phone line, structural repairs, internet
capabilities and utilities are acceptable to set
standards
Business Plans are ready for implementation
The Destination Management Company,
Business Center, Crafts and Souvenir Shop, and
the Information & Interpretive Center are
functional
Obj. 2: Four components of the visitor centre are
collaboratively established
Obj. 3: Financial Systems are successfully operating and
are supporting marketing efforts
The business components are able to sustain
the activities of the Visitors Center
Due to marketing efforts, tourist visitation to
Tela has increased and led to economic growth.
+$%)-+#$!+$i-&+$1$',%!
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Staff
1 Administrator (could be volunteer coordinator)
Consultants
Other persons
Equipment
General equipment for building’s operations
Other
0$%#+&7$!3&'E"($%!
Strategic Alliances
IHT, Tela Chamber, local tour operators, local NGOs
Institutional arrangements
Other
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7-%&'$%%!*3"'!,&1&'(!
!
!
,POa!
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1.1
Restore Historic Site for visitor center (i.e.: railroad
bld)
1.2
Define entity to manage visitor center
X
X
1.3
Seek initial capital / funding
X
>!
.LMN!FLRYLIHIJO!LK!VGOGJLN!FHIJHN!PNH!
FLSSPXLNPJGVHSW!HOJPXSGOZHQ!
2.1
Set up destination management company
X
2.2
Business Center / Information and interpretation
capability
X
X
X
2.3
Crafts and souvenir shop
X
X
X
!
!.GIPIFGPS!OWOJHRO!PNH!LYHNPJGI\!PIQ!PXSH!JL!
OMYYLNJ!VGOGJLN!FHIJHN!RPNaHJGI\!HKKLNJ!
3.1
Decide on common rent and overhead expense of
each business involved
X
X
3.2
Allocate portion of revenue to be allotted to
comprehensive marketing effort
X
X
X
X
X
3.3
Develop inclusive marketing Visitor Center marketing
plan
X
X
X
X
X
X
X
X
X
X
X
X
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X
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^$
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X
X
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,$3"!%,+",$(&#!#)11&,,$$!*3"'
Proposer:
Name &
Address
IHT, Prolansate, Tela Tourism Chamber, and other local
stakeholders
Phone:
Email:
GW
Team:
Name &
Address
GWU Tela Consulting Team
Phone:
Email:
$D$#-,&2$!%-11"+8!
A strategic committee will improve the communication and coordination among all of the tourism
stakeholders in Tela and with the national IHT. Because lack of communication and coordination of
common goals among businesses, NGOs, local, and national government can cause missed objectives, the
establishment a strategic committee will help Tela as an international tourism destination attract and increase
the visitation of the US SAVE market.
A recommendation is to appoint a strategic committee, which includes participants of IHT, local
government, Prolansate, and the Tela Tourism Camber to agree on a common vision for tourism
development in the Tela area. An annual meeting will enable the strategic committee to develop vision and
set goals and objectives for the upcoming year. This meeting will provide a forum to facilitate
communication among the Tela tourism community as well as with IHT. The Tela tourism community will
have the opportunity to share development concerns and ideas with IHT. IHT will in turn have a forum to
gather ideas to develop and share the national vision, goals, and objectives for the Honduras national
tourism strategy.
7-%&'$%%!)7o$#,&2$%!
)XnHFJGVHO!
1.Improve communication and
coordination among the Tela
tourism community to attract
more US SAVE tourists
,POaO!JL!XH!*HNKLNRHQ!
1.1! Identify key stakeholders in the Tela tourism
community
1.2! Develop the structure of the strategic
committee
1.3! Appoint representative stakeholders to the
committee
1.4! Schedule annual vision creating and goal
setting meeting
+HOYLIOGXGSGJW!
Tela Tourism
Chamber and
IHT
1&%%&)'
The mission of the strategic committee is to develop the tourism vision for the upcoming year for the Tela
destination. This vision will enable the committee to set annual goals and objectives that will preserve the
culture and environment of the Tela community, develop quality tourism products, effectively promote the
image and offerings of Tela, and attract more US SAVE visitors.
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1.2
Improve communication and coordination among the
Tela tourism community to attract more US SAVE
tourists!
Identify key stakeholders in the Tela tourism
community
Develop the structure of the strategic committee
1.3
Appoint representative stakeholders to the committee
1.4
Schedule annual vision creating and goal setting
meeting!
1.1
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$0-#",&)'!,)-+&%,%/!("+&.-'"!#-3,-+"3!&11$+%&)'!*+)(+"1!
XAdapted from$E$>2<(29$S&)$4<')#=)#<#()+$2<.$-,299$I(+*<#++$a=#)2'&)+e$Department of Tourism
and Hospitality Management, The George Washington University, June 18, 2003.)
%$(1$',9!$0-#",&)'!,)-+&%,%/!("+&.-'"!#-3,-+"3!&11$+%&)'!*+)(+"1!
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Information Needs
!! Brochures
!! Website
!
!
Facility needs
!! Colon Cabins at Triunfo
de La Cruz
!! Transportation within
Tela ex: bicycle rent
!! Garifuna restaurants
!! Garifuna souvenir shops
!
!
Cultural exchange programs
!! Garifuna dance lessens
!! Garifuna Culinary
lessens
!! Garifuna Art & craft
lessens
Spanish lessen
!! Beginning
!! Intermediate
!! Advance
Community service programs
!! Cleaning beaches
!! Making trails
!! Building hatches
!! Teaching English to
Garifuna
Adventure/education trips
!! Trip to Punta Sal
!! Trip to Punta Izopo
!! Trip to Lancetilla
Botanical Garden
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!! Other trips
Health & safety needs
!! Doctors
!! Hospitals
!! Tourist polices
Communication needs
!! Postal office
!! Telephone service
!! Email
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"**$'0&[email protected]!!7+&$.!(-&0$3&'$!.)+!&'2$',)+8!).!+$%$"+#6!."#&3&,&$%!
"'0!*+)(+"1%!
What research facilities and programs does Tela have to offer tourists?
+$%$"+#6!."#&3&,&$%!"'0!*+)(+"1%!
'-17$+ "##$%%&7&3&,8!!
4$"%8/!1)0$+",$/!
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1. Research projects
!! Long term projects
!! Short term projects
2. Research institutions
3. Field stations
4. Laboratory
!! Analytical equipment
!! Continuous power supply
!! Personal workspace
5. Libraries
6. Trials
7. Local experts
8. Universities
9. Computer lab/Public computer
10. Access to Internet connection
11. Access to copy machines
12. Access to telephones
13. Access to faxes
Out of the programs and facilities mentioned above, which research facilities and programs
have the best potential to meet North American professionals’ standards? Are research
facilities and programs in Tela equipped to handle increased use?
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1. Research projects
!! Long term projects
!! Short term projects
2. Research institutions
3. Field stations
4. Laboratory
!! Analytical equipment
!! Continuous power
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supply
!! Personal workspace
5. Libraries
6. Trials
7. Local experts
8. Universities
9. Computer lab/Public computer
10. Access to Internet connection
11. Access to copy machines
12. Access to telephones
13. Access to faxes
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"**$'0&[email protected]!!.+&$'0%!).!,6$!'",&)'"3!*"+E%!*+)(+"1!
0$,"&3$0!;)+E!*3"'!.)+!*+&)+&,8!"#,&)'4%5
Proposer: Name &
Address
Tela National Parks (Janet Kawas, Punta Izopo,
and Lacentilla Botanical Gardens)
BCEG Advisor: Name
& Address
GW Team: Name &
Address
Phone:
Email:
Phone:
Phone:
GWU Consultants-Tela Team
Ramon Escudero
Phone:
Email:
0$%#+&*,&)'!).!+$#)11$'0$0!"#,&)'!
Develop a support program to obtain additional resources needed to run the national parks efficiently.
The support could be through monetary contributions or volunteer time for park projects. Contributors
of this program will join it by membership. There will be different kinds of membership, depending on
the level and type of contribution by the members. Members could be individuals, families, non-profits,
and corporations. The program will partner with PROLANSATE, but a designated program coordinator
should run the program (staff).
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,"%E%!,)!7$!*$+.)+1$0!
+$%*)'%&7&3&,8!
1. Raise funds through
members contributions
1.1! Develop the membership program based
on type of participation and contributions
1.2! Recruit companies and businesses
operating around Tela
1.3! Recruit non-profits and corporations
nationwide and internationally with
environmental concerns
1.4! Recruit individuals and families
PROLANSATE, and
staff
IHT, PROLANSATE,
and staff
IHT, PROLANSATE,
and staff
IHT, PROLANSATE,
and staff
2. Involve Honduran
society in the preservation
of the national parks in Tela
through volunteer programs
2.1! Identify the needs of the parks to develop
the volunteer program
2.2! Develop the volunteer program identifying
the volunteer profile and requirements for
each of the projects listed
2.3! Design and implement workshops among
the different high schools and colleges
PROLANSATE and
parks management
PROLANSATE, parks
management, and
volunteer coordinator
IHT, staff and Ministry
of Education
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#+&,&#"3!%-##$%%!&'0&#",)+%
Obj. 1: Generate funds equivalent to
!!Clear role and responsibility of each partner is established
20% of total annual budget required to !!Preliminary business plan for Friends of the National Parks
run program
Program is completed
!!Program is linked with national/international influential
organization to acquire support, funding, guidance,
information, assistance, and business and tourism training
Generation of printed material about the program
Obj. 2: Recruit at least 50 active
Members are identified that compliment the projects to be
members
completed
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At least 3 projects are accomplished at the end of the first year
of the program
!!At least 80% of members renew membership for the next
year by agreeing to continue to support the park
+$%)-+#$!+$i-&+$1$',%!
&JHR!
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PIW5!
1 Project Coordinator A staff person who coordinates with IHT and
PROLANSATE to manage program goals and
objectives, leading the program
1 PROLANSATE
staff salary
2 Development,
Membership and
Marketing Officer
Two staff people who will be responsible for the
recruitment and marketing efforts (IHT may be able to
assist with this at first)
2 PROLANSATE
staff salaries
1 Education and
volunteer service
Officer
A staff person who will be responsible for the
volunteers for the different projects
1 PROLANSATE
staff salary
1 office
Physical space that can be within PROLANSATE office
Printed Material
Marketing material to provide necessary information
and detail of the program
0$%#+&7$!3&'E"($%!
Strategic Alliances
IHT, PROLANSATE
Institutional arrangements
Other
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7-%&'$%%!*3"'!,&1&'(!
,POa!
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1
Generate funds equivalent to 20% of total annual
budget required to run program
1.1
Clear role and responsibility of each partner is
established
X
1.2
Preliminary business plan for Friends of the National
Parks Program is completed
X
X
1.3
Program is linked with national/international
influential organization to acquire support, funding,
guidance, information, assistance, and business and
tourism training
X
X
X
2
Recruit at least 50 active members
GENERATION OF PRInted material about the program!
X
X
2.1
2.2
2.3
Members are identified that compliment the projects
to be completed
At least 3 projects are accomplished at the end of the
first year of the program
At least 80% of members renew membership for the
next year by agreeing to continue to support the park
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"**$'0&[email protected]!!3"'#$,&33"!7),"'&#"3!("+0$'%!7&+0!#)-',!"'0!
#)'.$+$'#$!7-%&'$%%!*3"'!
6LIQMNPO!*NLnHFJ!*NHSGRGIPNW!$FLJLMNGOR!7MOGIHOO!*SPI!
3"'#$,&33"!7),"'&#"3!("+0$'%!7&+0!#)-',!"'0!#)'.$+$'#$!7-%&'$%%!*3"'!!
0HF<!>lj>A/!>[email protected]!_!,HSP!6LIQMNPO!!
Proposer:
Name &
Address
Lancetilla Botanical Gardens, Prolansate and IHT
BCEG
Advisor:
Name &
Address
GW Team:
Name &
Address
Name &
Address
Phone:
Email:
Phone:
Email:
GWU Tela Team, Amber La Croix
2824 Emma Lee #101 Falls Church VA
Phone: 703 509 1048
Email: [email protected]
Phone:
Email:
$D$#-,&2$!%-11"+8!
,ZH!3PIFHJGSSP!7LJPIGFPS!(PNQHIO!7GNQ!#LMIJ!PIQ!#LIKHNHIFH!will!introduce Honduras into the North
American birding market through a conference targeted at North American birding experts. Strategic
marketing targets for global name recognition and interest will include the Audubon Society’s Latin America
and Caribbean program, American Birding Association, American Bird Conservancy, Society for the
Conservation and Study of Caribbean Birds and Cornell University’s Lab of Ornithology.
North American birding associations endorse trips to various Central and South American locations,
including Columbia, Cuba, Dominican Republic, Venezuela, Peru, Belize and Costa Rica, but there is no
mention of Honduras. Honduras needs to organize a three-day itinerary to market to the North American
birding associations and organizations, thus, making a name for Honduras in the birding community.
Prolansate and Lancetilla will organize the event, based on the provided itinerary outline, and IHT will assist
in making connections with North American birding groups to attract interested parties. This event will also
include hosting five recognized North American bird experts as speakers and guests of Prolansate and IHT.
This event could have the following affects:
1.! Elevate Honduras’s birding image in the North American birding market
2.! Attract new customers to the Lancetilla and Prolansate facilities
3.! Provide additional revenue streams for the parks and local hospitality businesses in Tela
Something else to consider: With the date being so close to New Years, conference guests may decide to
spend the New Year in Honduras, an attended tourism bonus. If they stay over, the hotels should consider
giving them a continued discounted hotel rate. The marketing material should reflect the idea of then
spending the New Year in Honduras.
7PFa\NLMIQ!!
Lancetilla Botanical Gardens, located in Tela, hosts an annual bird counting event in December, endorsed
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by the Audubon Society. This is an international event recognized around the world. Lancetilla usually has
25 people onsite for the event (Note: Lancetilla’s participation in this event was self-reported by Lancetilla
staff. The Audubon Society does not have Honduras listed on their website as a participant in the event,
however.)
By turning the one-day bird count into a three-day conference that includes speakers on Caribbean birds,
their migration and living patterns, and bird watching tours at Lancetilla and Jeanette Kawas National Park,
Honduras can elevate its status in the North American birding community.
"YYHIQGFHO!SGOJHQ!cGJZGI!JZGO!XMOGIHOO!YSPI9!!
1.! Key contacts (strategic marketing targets and speaker options)
2.! Marketing plan (adapted from a real event marketing plan in use)
3.! Outline of American Birding Association’s international conference guidelines (Best Practices)
4.! Sample pdf registration form from another North American industry event
7-%&'$%%!)7o$#,&2$%!
%MFFHOO!1HPOMNHRHIJO!
The Lancetilla Bird Count and Conference will make Honduras a North American destination for birding
excursions.
!! Increased participants: In addition to retaining the current audience that comes to the event each
year, a goal of 25 new persons should be targeted to attend the event.
!! Press: IHT should note the marketing success of the event by tracking the coverage it gets in
targeted and non-targeted publications in North and Central America.
!! Targeted participants: Strategic attendance should also be counted as a success, including attendance
from any North American strategic birding organizations.
!! Revenue: As a first year initiative, it will be hard to know all of the costs that will come of this
event. However, a profit of approximately 10 percent should be earned from the registration fees of
the event, after all conference-related expenses are paid for.
!! Community pride: The event should be promoted through out Honduras as a source of local pride,
especially as more North American audiences start to sign up for the event. Message: Honduras is
an international competitor in its natural resources.
)7o$#,&2$%!
,"%E%!,)!7$!*$+.)+1$0!
+$%*)'%&7&3&,8!
1. Create a North
American recognized and
endorsed bird count and
conference.
1.1! Create conference itinerary, with facilities and
dining arrangements
Lancetilla, Prolansate
& IHT
1.2! Arrange speakers for event, covering their trip free
(see Key contacts & Marketing Plan)
IHT invite, with
Lancetilla/Prolansate
input
1.3! Conference pricing, with meals, program fees, and
pick-up from the airport in SPS with
transportation to Tela
IHT, with
Lancetilla/Prolansate
input
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2. Grow North American
attendance by 25 people,
within strategic birding
audiences
3. Retain a 10 percent
profit to reinvest for next
years event
1.4! Customer services available via phone and email
for attendees’ pre-event questions, including
recommended hotel accommodations and safety in
Tela. Minor items such as bottled or purified water
should also be available at the event and thought
of ahead of time.
English speaking
IHT or
Lancetilla/Prolansate
employee; suggested
accommodation
partner: Hotel
Sherwood & Ceasar.
Coordinate with
Tourism Police for
event.
1.5! Best Practices: Confirm that the event meets with
the American Birding Association (ABA) event
standards by contacting them (ABA standards
attached)
IHT
2.1 Market the conference to strategic audiences (see
attached marketing plan with suggested web-site
information)
!! Audubon Society’s Latin America and
Caribbean Program
!! American Birding Association
!! American Bird Conservancy
!! Society for the Conservation Study of
Caribbean Birds
!! Cornell University’s Lab of Ornithology
!! Other graduate programs
!! Tour operators
IHT,
Lancetilla/Prolansate
input
2.2 Track press coverage locally and in North America
IHT
2.3 Sponsor six targeted researchers from either the
strategic relationship list or other source that would
serve as event speakers or high-profile attendees to
have at the event. Suggested target audiences:
!! Smithsonian
!! Audubon Society’s Latin America and
Caribbean Program
!! Society for the Conservation Study of
Caribbean Birds
!! Cornell University’s Lab of Ornithology
IHT,
Lancetilla/Prolansate
input
3.1! Price workshop fees, conference materials,
welcome packets, meals and transportation into
pricing
3.2! Evaluate estimated cost to host speakers and
possible other strategic guests, including airfare
3.3! Price conference fees at a cost 10 percent over
costs
IHT and park
representative
IHT and park
representative
IHT and park
representative
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4. Promote the event
4.1! Inform the local community of the event through
within Tela and Honduras
newspaper ads and the advertising trucks driving
through the streets of Tela
4.2! Inform the major city papers of the event and have
an article on Tela covered
Lancetilla or IHT
IHT
1&%%&)'!
Describe your business' most basic and fundamental goals. List the benefits you'll provide to your
customers, your employees, and you as business owner. Think of what business you are really in, which is
more about the benefits you offer to customers than the specific goods or services you sell. A good mission
statement is a critical element in defining your business and communicating its true goals to its customers,
vendors, employees, and owners. For example, if you believe customer satisfaction and customer service is
important to you, then say so in the mission statement. If growth and profits are important, say so. Don't
confuse the mission with objectives. They are both about goals. The mission is about fundamental values,
and the objectives are about measurable concrete numbers. The mission statement is also a good
opportunity to specifically define what business you are in. This can be critical to understanding your keys to
success
Suggested mission of the event planning division of Prolansate and Lancetilla:
Provide quality and Caribbean-centric conference content, with an unmatched overall conference
experience, making Tela the premier North Coast research center.
E$8%!,)!%-##$%%!
Listing your keys to success is a great way to develop a strong focus on priorities. Every business has
different keys to success. They are a few key factors that make the difference between success and failure.
What they are for your business depends on who you are and what you offer. In a restaurant business, for
example, location and parking might be keys to success. For accountants and attorneys, the keys might
include professional quality, reliability, and participation in community organisations. The idea of keys to
success is based on the need for focus. Don't let your list of keys to success get too long. Three or four
items are ideal. !
1.! Organization of the event between Prolansate, Lancetilla and IHT. There is very limited time to pull
of this event, but it can be down. However, organization is key to its success.
2.! Support of North American associations and schools to market and attend the event
3.! Cooperation of Tela businesses, police and municipality to make sure the first Tela North American
event goes off flawless for the participants.
4.! A great itinerary and experience for the attendees, including good and relevant speakers, great
accommodations and food and local warmth from the area to keep them coming back.
1"+E$,!"'"38%&%!
There is already a target population of 25 persons that attend the event. However, we want to grow the
event with North American researchers, graduate birding students and eventually bird enthusiasts. We’ve
also noted that spouses may accompany some of the North American guests for a small vacation. We
encourage this growth because it makes Tela more of a destination, bringing more people to the
municipality. Spouses would join the conference attendees for any additional tours or dinners (keep that in
mind for event counts).
The entire group will partake in the bird count, except the spouses. However, as the conference grows to
year three and more non-researching bird enthusiasts are drawn to the event, a separate “beginner” birding
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event may be added. This would be a whole new revenue stream and opportunity for birding “training” for
beginners year round.
DO NOT BE LIMITED BY THE SUGGESTED NUMBERS BELOW. If a whole college class of 20
students wants to come the first or second year, make room for them. HOWEVER, only take on enough
people so that FEWER people have a better experience and will return in 2004 VERUS having more people
the first year, but having a bad time and not come back or not recommend it to others. !
1"+E$,!%$(1$',%!
3&%,!7$3);!
*),$',&"3!
#-%,)1$+%!!.&+%,!
8$"+!
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8$"+
8$"+
Hondurans/Central
Americans
30 – 2002 local
attendance + five more
people
30
40
Researchers/college
students
25+
40
50
Bird enthusiasts
0
10
20
Spouses (not coming
to conference, but to
dinners and in Tela
community for
recreation)
5
10
15
!&'29$
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A break-even analysis is used to establish at what point an organisation will match its expenses to its income
and from there when profit will begin. The break-even analysis should be a realistic projection of the
organisation’s financial situation. To determine the break-even point, you first have to differentiate between
fixed costs (costs that do not vary with the level of output, e.g. rent, interest, administration expenses) and
variable costs (costs that vary directly with the number of passengers, e.g. tour guides, refreshments, etc).
It is essential to conduct the break-even analysis prior to marketing and conducting the tour so that you will
be able to price the tour appropriately to generate a profit.
Fixed costs are what you expect to spend in an average month on rent, payroll, utilities, and the other
normal running costs you'd expect to pay regardless of sales.
Variable costs are per-unit costs that you won't have if you don't build the unit, such as raw materials for a
manufacturer, cost of goods sold for a store, or cost of providing a service.
Calculate the break even point for your business below:
$OJGRPJHQ!FLOJO!KLN!\MHOJOfOYHPaHNO!KNLR!-%/!YPGQ!KLN!XW!&6,9!!
1.! Airfare: $500
2.! Hotel for three nights at Sherwood or Cesar: $100
3.! Meals: 3 breakfasts, 3 lunches, and two dinners: $125?
4.! Transportation to/from SPS airport & conference: ? (group vans)
5.! Conference fees with materials
6.! Dinner for a guests spouse, if they attend: $50
7.! Optional transportation to and from Lancetilla for a minor fee for all guests. Transportation
options should be listed, including biking and walking with a map, taxi or a shuttle that Lancetilla
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provides for $1 round trip.
$OJGRPJHQ!.G]HQ!#LOJ!,LJPS9!
$OJGRPJHQ!2PNGPXSH!#LOJ!YHN!#MOJLRHN9!
$OJGRPJHQ!%HSSGI\!*NGFH!YHN!#MOJLRHN9!
7NHPa!$VHI!t!.G]HQ!#LOJ!,LJPSf%HSSGI\!#LOJ!SHOO!2PNGPXSH!#LOJ!
Note: List fixed expenses and specific cost elements for variable costs. For selling costs, list the amount you
actually receive (less cost of making the sale-- commissions, discounts, etc.)
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7-%&'$%%!*3"'!,&1&'(!
!
,POa!
,GRGI\!XW!1LIJZ/!XH\GIIGI\!"M\MOJ!=B!>[email protected]!!
@&L$
U#+6)*='*&<V-=#6*S*6$!2+O+$
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#LLNQGIPJH!XHJcHHI!&6,/!3PIFHJGSSP/!*NLSPIOPJH/!
1MIGFGYPSGJW!JL!P\NHH!MYLI!HVHIJOg!YMNYLOH!PIQ!
QHJPGSO!(by Sept 1)!
1.1
Confirm itinerary and ideal speaker list with backup
options (by Sept 4)
X
1.2
Confirm costs and price; confirm conference hotel
rates with Sherwood and Caesar (by Sept 4)
X
1.3
Contact ABA to make sure it meets their guidelines
(By Sept 10)
1.4
Start marketing material promotion (want to make
sure all information is confirmed for printing of
materials, including ABA endorsement if possible) –
Sept. 15
>!
#LIJPFJ!JPN\HJ!PMQGHIFHO!!
2.1
Contact speakers to solidify their presence (phone &
letter) – Sept. 13
2.2
Contact target associations, tour groups and schools
(phoning – Sept. 15; & letter/brochure mailing by
Sept. 25)
2.3
Recontact and confirm interest with all parties on the
list (phone and html email) – Starting Oct. 5
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@!
+H\GOJNPJGLI!m!,PN\HJ!RPNaHJGI\!!
3.1
Paper registration form is ready for distribution and
customer service phone line/email is ready to take
registrants and questions – Sept. 15
X
3.1
Customer service office for registration open –Sept. –
fax and phone registration – Sept. 15
X
3.2
Registration “Early Bird Special:” Sept.
3.3
3.4
Regular Reg: October-November
Onsite Reg: December
b!
1PNaHJGI\!!
X
4.1
Web page on Letsgohonduras.com – (Sept. 20);
Contact birding magazines for ad placement (Birding,
ABA Magazine; see marketing plan)
X
4.2
Have target associations, tour groups link to the event
– after Sept. 20
4.3
Printed brochure and letter ready to mail – by Sept. 25
X
X
X
X
!
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"**$'0&D!b?9!!3"'#$,&33"!7&+0&'(!$2$',!E$8!#)',"#,%!!
!
%JNPJH\GF!+HSPJGLIOZGYO!KLN!1PNaHJGI\!JZH!$VHIJ!
Primary groups in the U.S. that would find a Honduran birding event of interest were researched and
documented. Key contacts within the groups were identified. This is a primary contact list, but by no
means exhaustive. There are dozens of other institutions and groups that would most likely find the
event to be of interest. As the primary starting point, however, the groups were divided by business
category:!
!!
!!
!!
!!
Birding associations
Universities
Tour groups
Birding Associations
There are seven birding societies in the U.S. that Honduras needs to engage with in order for the
country to find placement within the U.S. birding community. Five of them are professional societies,
including the Audubon Society and the American Bird Conservancy. The other two are affiliated with
bird enthusiast organizations well-recognized in the U.S. birding marketplace.
The organizations will serve as vehicles to market the birding event, a potential attendee base from
which people may come to the event and a network of support before and after the event occurs.
The organizations that Prolansate and IHT needs to engage with include the following.
=<!!"MQMXLI!%LFGHJWgO!3PJGI!"RHNGFP!PIQ!#PNGXXHPI!*NL\NPR!
Lancetilla and/or Prolansate has interaction with the Audubon Society based on the fact that they
participate in the international bird count. Prolansate needs to elevate and pursue the relationship with
the Audubon Society, the most recognized birding conservancy group in the world.
More specifically, Prolansate should engage with the Audubon Society’s Latin America and Caribbean
Program. The program promotes bird conservancy programs in Argentina, Brazil, Columbia, Guyana,
Mexico Peru, Venezuela and Costa Rica. Some of the programs are in infancy it appears; however, the
fact that they are engaging in dialogue with the Audubon Society and are listed on their website elevates
them internationally in the mind of North American birders.
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&RRHQGPJH!PFJGLI!GJHR!v=!
Contact Audubon Society’s Latin America and Caribbean
Program and see how Honduras can get involved,
specifically if they want to host a December event.
Latin American contact: [email protected]
Note: Amber La Croix emailed him on July 25, 2003; no
response. Only 1 email attempt made.
&RRHQGPJH!PFJGLI!GJHR!v>!
According to Lancetilla, they participate in the international
bird count event sponsored by Audubon Society and
Cornell. However, Honduras is not listed as an official place
for bird counting activities while Belize, Panama and Costa
Rica, to name a few, are.
http://map.birdsource.org/Mapper/startCBCCompID.html
Find out why Honduras is not listed as a participating
member.
Contact: Avery English: [email protected]
Note: Amber La Croix sent her an email July 27, 2003; no
response. Only 1 email attempt made.
#LIKHNHIFHjOYHFGKGF!
PFJGLI!GJHR!_!!
%YHPaHN!NHFLRRHIQPJGLI!!
Solicit someone from the Caribbean program to come to the
Tela conference as a paid for guest and speak to the
conference guests about the progress in Caribbean birding
conservation.
While they are there, a day before the conference or after,
have the program representative meet with Prolansate and
even guests from La Ceiba to talk about how the two areas
can increase interaction with the Audubon Society’s
Caribbean chapter.
%HFLIQPNWjPFJGLI!GJHR!!
Programs that IHT and Prolansate should look into include:
Schoolyard Ecology Program: This program provides a
“toolkit” of materials, in both English and Spanish, to start a
dialogue with local business professionals, teachers and
students on what conservancy is and what protecting the
environment is all about. This includes programs
information on more than just birds, but also local plants
and animals and how the impact of human interaction can
help or harm them.
Citizen Science program and BirdSource guide: This was a
Audubon and Cornell University endeavor that creates
birding guides for the capitals of Latin American countries.
In 2001 they were working on one for Caracas and Sao
Paula. Honduras should see what these bird guides look like
and replicate them.
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><!!"RHNGFPI!7GNQ!"OOLFGPJGLI!4"7"5!
The American Birding Association is a network for both professional and recreational bird enthusiasts.
The key advantage to this organization is that they promote international birding events. They currently
promote more than 10 birding tours in the Caribbean, Central and South America. Belize, Costa Rica,
Dominican Republic, Jamaica and Cuba are a few of the destinations marketed by ABA.
ABA adheres to strict guidelines when it endorses external birding events and tours. They endorse
events run by a recognized individual/organization. Prolansate would have to be recognized as the
organizing group. The ABA’s guidelines for birding event Best Practices are in E==#<.*6#+$F0$a('9*<#$&S$
E,#)*62<$I*).*<G$E++&6*2'*&<P+$*<'#)<2'*&<29$6&<S#)#<6#$G(*.#9*<#+$XI#+'$1)26'*6#+Y
&11$0&",$!
"#,&)'!&,$1!
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1.! Contact ABA about their endorsement of a Honduran birding event at Lancetilla
and find out if they endorse government run tours (Prolansate and IHT) and the
timeline for endorsement. ABA should also be asked if their members would also
benefit from the conference piece and not just a birding tour.
Review the guidelines with ABA and then have them endorse the event and add it
to their site immediately (by August 30). Note: registration forms and logistics will
need to be completed by then.
ABA STANDARDS INFORMATION (BASIC INFORMATION ALSO ATTACHED IN
NEXT APPENDIX)
HTTP://WWW.AMERICANBIRDING.ORG/CONVTOURS/RESTOURSSTD.HTM
ABA listing of birding events:
http://www.americanbirding.org/convtours/restours2.htm
2.! Advertise the event in Birding, the ABA magazine and Winging It, the ABA electronic
newsletter.
Contact: Chuck Bell at [email protected]
Note: Amber La Croix sent an email to get complete guidelines on July 28, 2003; no
response. Only 1 email attempt made.
%$#)'0"+8j 1.!
Have someone from Prolansate start attending ABA events for networking purposes
and learning about how to cater to more birding enthusiasts.
"#,&)'!
&,$1!
2.!
Join strategic birding list services:
http://www.americanbirding.org/resources/reschat.htm
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@<!"RHNGFPI!7GNQ!#LIOHNVPIFW!4"7#5!
A great conversation was had with this organization and they offered insight on the benefits of the
Honduran bird market, specifically in the area of the Honduran Emerald.
&RRHQGPJH!
"FJGLI!&JHR!
Contact ABC about joining:
PO Box 249
The Plains, VA 20198
Tel: (540) 253-5780, Fax: (540) 253-5782
[email protected]
#LIKHNHIFH!
1. Contact ABC about their endorsement of a Honduran birding event at
%YHFGKGF!"FJGLI! Lancetilla and find out if they endorse government-run tours (Prolansate and
&JHR!!
IHT). ABC should also be asked if their members would also benefit from the
conference piece and not just a birding tour.
2. Focus a part of the conference on the Honduran Emerald and contact George
Ledec, [email protected], to see if he would be willing to be a speaker at the
event as an IHT guest.
3. Contact George Wallace about attending the event.
#)'2$+%",&)'! 6&(63&(6,%! 4"3%)! &'! "##$%%! 0","7"%$! *+)2&0$0! ,)! &6,5! _! 1&+"'0"!
"'0$+%)'!&',$+2&$;9!!
"RHNGFPI!7GNQ!#LIOHNVPIFW!4"7#5/!(HLN\H!;PSSPFH9!
Emerald: Any tourism program in Honduras that involves birds should incorporate the Honduran
Emerald. The emerald is the only bird species endemic to Honduras and is Central America’s rarest and
most range-restricted bird. It occurs very locally in the upper Rio Aguan valley and in the Agalta valley
and is listed as Critically Endangered on the IUCN Red List. It should be a primary draw for bird
watchers who can only see this species in Honduras. George Ledec of the World Bank is an authority
on conservation efforts to protect this species ([email protected]).
Tour groups: You should contact the major birding tour groups: Wings, Victor Emmanuel, Field
Guides, Birdquest, Sunbird. Any of these would be excellent sources for information on what their
clients value most in accommodation, food, fun, etc. I noticed on the web that Focus on Nature Tours
(FONT) specifically advertises tours to Honduras. They say they are going to try for the emerald on
their July 2003 tour.
Advertise on Surfbirds.com and in Birding magazine, the magazine of the American Birding
Association and a good magazine to reach birders who like international travel.
The leading field guides for Honduras are:
!! Ridgely, R. S., and J. A. Gwynne. 1989. A guide to the birds of Panama (with Costa Rica,
Nicaragua, and Honduras). 2nd ed. Princeton. University Press.
!! Howell, S. N.G., and S. Webb. 1995. A Guide to Birds of Mexico and Northern Central
America. Oxford University Press
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b<!!%RGJZOLIGPI!,NLYGFPS!+HOHPNFZ!&IOJGJMJH!!
#LIKHNHIFHj
Scientific Staff:
OYHFGKGF!PFJGLI!
http://www.stri.org/Scientific_Staff/scientific_staff.html
GJHR!_!%YHPaHN!
NHFLRRHIQPJGLI!! About the institute:
http://www.stri.org/index.php3
B<!!%LFGHJW!KLN!JZH!#LIOHNVPJGLI!PIQ!%JMQW!LK!#PNGXXHPI!7GNQO!
The mission of the Society for the Conservation and Study of Caribbean Birds (SCSCB) is to promote
the scientific study and conservation of Caribbean birds and their habitats, to provide a link among
ornithologists and those elsewhere, to provide a written forum for researchers in the region through the
publication of $S!*GJGNNH, and to provide data and technical assistance to governments and conservation
groups in the Caribbean. This organization is part of the Ornithological Council, a larger organization.
They host http://www.nmnh.si.edu/BIRDNET/index.html.
d<!%MNKXGNQ<FLR!
&RRHQGPJH!
PFJGLI!GJHR!
oLGI!%LFGHJW!KLN!JZH!#LIOHNVPJGLI!PIQ!%JMQW!LK!#PNGXXHPI!7GNQO<!1HRXHNOZGY!GO!
hB?<!!
Contact: [email protected]
#LIKHNHIFH!
OYHFGKGF!PFJGLI!
GJHR!!
1.! Contact the society about their endorsement of a Honduran birding event at
Lancetilla and find out if they endorse government-run tours (Prolansate + IHT).
Ask if their members would also benefit from the conference piece and not just a
birding tour.!!
Note: this organization just had their annual conference in Tobago in July.
2. Advertise the event in El Pitirre, contact: Jim Wiley, Editor
Maryland Cooperative Fish and Wildlife Research Unit
University of Maryland Eastern Shore
Trigg Hall, Room 1120
Princess Anne MD 21853-1299
[email protected]
3.! They just elected a new board for the SCSCB. Consider inviting one of the
board members as an IHT guest and conference speaker.
Executive Board President:
Eric Carey - Wild Life Conservation Officer, Bahamas Department of Agriculture
(email [email protected]
VP: Leo Douglas - BirdLife Jamaica and Coordinator of the Ridge to Reef
Watershed Project in Jamaica (email: [email protected])
Secretary: Rosemarie Gnam - Assistant Director of the Center for Biodiversity and
Conservation at the American Museum of Natural History (email: [email protected])
More information on leadership:
http://www.nmnh.si.edu/BIRDNET/SCSCB/Officers.html
%HFLIQPNW!
PFJGLI!GJHR!!
Find out about hosting their annual conference at Lancetilla in 2006, which will be the
80th birthday of the Lancetilla Botanical Gardens.
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This site was recommended as a hot site by George Wallace, a contact at the American Bird
Conservancy. The have great breadth of birding tours around the world. One of the co-owners of the
site is U.S. based; the other is from England. They are currently more North American and Europe bird
focused; however, they may just need a good and great way to enter the Central American birding
market. They have a new Harvard PhD student on their staff with Asian-Pacific birding experience; it
appears that they are open to new opportunities. This could be a great young group to partner with for
promotional purposes, guidance and insight.
#LIKHNHIFH!
OYHFGKGF!
PFJGLI!GJHR!!
1. Contact Surfbirds about their endorsement of a Honduran birding event at
Lancetilla and find out if they endorse government-run tours (Prolansate and
IHT). They should also be asked if their members would also benefit from the
conference piece and not just a birding tour.
Contact: Andy Birch , [email protected]
2. Get the event listed on their website event and tour section, under “Where to
go Birding” http://www.surfbirds.com/Trip%20Reports/trindex.html
3. Explore what other ways Surfbirds may want to be involved in the event,
whether a speaker spot or not.
4. Contact the Harvard PhD student on their staff, Cin-ty Lee, who may be a great
speaker option and a good person to get more attendees at the event. Contact.
[email protected]
!
l<!!7GNQGI\<FLR!!
This is not the nicest site, but it comes up easily in bird searches and they appear to be open to hearing
more about birds in Central America.
%HFLIQPNWj
PFJGLI!GJHR!!
Email [email protected] and have them link to a site about Honduras birds.
Include them in the marketing loop when information is put on IHT website about
the Lancetilla event. Add them to the distribution list.
#LSSH\HO!
Aside from just inviting attendees through associations, another great target market is the college
market. It will be hard to get many students to attend an event this December because it’s such short
notice. However, a few professors may attend, who will then consider structuring programs based in
Honduras.
In the future, a huge program benefit for the conference would be to have a graduate class from one of
the listed schools below present research at the event. Whenever graduate student work is presented,
attendees appreciate this. They would act in the same way that GWU did with IHT, only the topic
would be Caribbean birding information.
=<!!!#LNIHSS!-IGVHNOGJWgO!3PX!LK!)NIGJZLSL\W!
Cornell has partnered with the Audubon Society to launch Birdnet, making it the premier ornithology
institution in the country. A dialogue should be started with Cornell to see what partnerships can be
made with Lancetilla and Prolansate.
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&RRHQGPJH!PFJGLI!
GJHR!
Contact Cornell about how to get more involved and get Honduras involved with their
birding activities.
#LNIHSS!3PX!LK!)NIGJZLSL\W
Membership Department
P.O. Box 11
Ithaca, New York 14851
[email protected]
1-800-843-BIRD (1-800-843-2473)
http://birds.cornell.edu/
#LIKHNHIFHj
See what type of presence Cornell or its faculty may have at the bird count. Consider
OYHFGKGF!PFJGLI!GJHR!! hosting at least one person from Cornell as an IHT guest.
%HFLIQPNWjPFJGLI!
GJHR!!
1. Get a Honduran bird listed here in their Bird of the Week column.
http://www.birds.cornell.edu/bow/
2. Get Honduras birds listed on http://www.birdsource.org/, the Audubon Society
and Cornell database of birds.
!><!!6$'0$+%)'!%,",$!-'&2$+%&,8!!
#)'2$+%",&)'!6&(63&(6,%!4"3%)!&'!"##$%%!0","7"%$!*+)2&0$0!,)!&6,5!_"17$+!3"#+)&D!
&',$+2&$;9!!
Dear Ms. LaCroix,
Thank you for the email. The conference/count sounds very interesting. My initial reaction is that it
#LIKHNHIFHjOYHFGKGF!PFJGLI! Contact Dr. James Engam, PhD, University of Cincinnati graduate
GJHR!_!%YHPaHN!
Orinthology professor at Henderson State University, Arkansas
NHFLRRHIQPJGLI!PIQfLN!
Contact information: [email protected]
&6,!\MHOJ!!
Note: Amber La Croix contacted via email July 28, 2003 to inquire about interest
in Honduran birding event for himself and students. He replied. He would be a
great person to have as a Honduran bird advocate because he currently takes his
students to Jamaica and Panama. There would NOT be time for him to organize
students to come to an event this fall, but focus on the event for December 2004.
He would need to be invited this year, as a guest of IHT.
He may also be able to provide insight into the accommodations
Lancetilla/Prolansate would need to make the Tela a birding destination for
colleges.
College link about Henderson’s birding program:
http://www.hsu.edu/faculty/engmanj/orn/Henderson%20State%20University
%20Ornithology%20Home%20Page.htm
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would be very unlikely that I will be able to participate, at least this year. I only teach Ornithology in
the fall semester of even years, so I won't have that class this year. Additionally, I really need some
substantial lead time to get any sort of study abroad activity going. Arkansas is a very poor state, so
finding students with enough funds to support any sort of international experience is difficult.
I do take my students abroad. I teach a Tropical Marine Biology course in Jamaica, and am in the
process of developing another course that will have a component in Panama. For the course in
Jamaica, I use Hofstra University's marine laboratory, which is set up as a teaching lab. It's a great
situation, as you can basically "drop in", and they have all the support needed, from housing and
feeding us, to providing boats, bus transportation, equipment, etc. John Morrissey is the director of the
laboratory, and a great guy. I have been very happy with the lab for the last 5 years. Here's a link to my
class, in case you are interested:
http://www.hsu.edu/faculty/engmanj/jamclass.htm
And here is a link to the lab:
http://people.hofstra.edu/faculty/John_F_Morrissey/HUML/
I usually take in the neighborhood of 12-15 students, spending about 12 days there. It's an incredibly
rewarding experience, by far the best thing I get to do all year.
&!QL!aHHY!RW!HWHO!LYHI!KLN!LJZHN!LYYLNJMIGJGHO/!OL!&rQ!SLVH!JL!ZHPN!PXLMJ!cZPJ!QHVHSLYO!GI!
6LIQMNPO<!!
My Panama course is going to be more self-dependent. I lived there and conducted research there for a
couple of years, and know my way around, and basically I will be arranging short stays at different
locations in the country. (We'll be doing some birding along the Pipeline Road, an amazing spot.)
I'm always interested in keeping in touch with folks involved in biology study abroad. I'd love to hear
from you in the future. Thanks again for writing.
Jamie Engman
Email to him: Dr. Engman,
I'm a graduate student at George Washington University in Washington DC acting on behalf of the
Honduran Tourism Institute. We are working with them to increase targeted tourism activities to their
Caribbean region.
They are considering hosting a North American-focused bird count and conference in December of
this year. Without little more information than that, would this be an event you would be interested in
learning more about or talking to your students about? I see you teach a class related to this subject in
the fall semester.
In addition to this, would this event ever be something you'd be willing to have your students work on
or present at, if the right opportunity presented itself?
Also, do you ever travel with your students and if you do, how do you find/arrange the trips?
Best regards,
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Amber La Croix
@<!1LOO!3PIQGI\!1PNGIH!3PX/!#PSGKLNIGP!%JPJH!-IGVHNOGJGHO!jj!'LNJZHNI!#PSGKLNIGP!
#LIKHNHIFHj
Contact Dr. James Harvey, PhD, Moss Landing Marine Laboratories
OYHFGKGF!PFJGLI!
GJHR!_!%YHPaHN!
Contact information:
NHFLRRHIQPJGLI!!
8272 Moss Landing Rd.
Moss Landing, CA 95039-9647
Phone No.: 831/771-4434
Fax: 831/771-4403
e-mail: [email protected]
http://www.mlml.calstate.edu/groups/bird_mam/jtharvey.htm
Moss Landing Marine Labs is a consortium of seven California State
Universities in Northern California. These include the CSU campuses at San
Jose, San Francisco, Hayward, Stanislaus, Sacramento, Fresno, and Monterey
Bay.
b<!1-++"8!%,",$!-'&2$+%&,8/!1-++"8/!E8!!
#LIKHNHIFHj
OYHFGKGF!PFJGLI!
GJHR!_!#SPOO!LN!
NHOHPNFZHN!\MHOJO!
JL!GIVGJH!!
MURRAY STATE UNIVERSITY -- 334 BLACKBURN SCIENCE
BUILDING
MURRAY KENTUCKY 42071-3346 -- PHONE: (270) 762-2786 -- FAX:
(270) 762-2788!
http://www.mursuky.edu/qacd/cos/bio/bio_wild.htm
Tour Operators
Sending an email and promoting the itinerary to birding tour operators will also start the buzz about
Any of these would be excellent sources for information on what their clients value most in
accommodation, food, fun, etc
%M\\HOJHQ!'LNJZ!"RHNGFPI!,LMN!)YHNPJLNO!JL!FLIJPFJ9!!
!!
Wings Birding Tours, (see conversation notes below)
"! Owner, Will Russell, Contact: 888-293-2443
!!
Victor Emmanuel Field Guides
!!
Birdquest
!!
Sunbird
!!
Focus on Nature Tours (FONT)
#LIVHNOPJGLI!6G\ZSG\ZJO!4PSOL!GI!PFFHOO!QPJPXPOH!YNLVGQHQ!JL!&6,5!_!1GNPIQP!"IQHNOLI!
&IJHNVGHc!
Wings Birding Tours (Will Russell):
Currently offer trips throughout South America and in Costa Rica, but not Honduras 888-293-2443
Will Russell is owner
They have considered Honduras casually, but there has never been that added draw to Honduras (they
are not avoiding it, it just hasn’t called out to them over Belize or Costa Rica).
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!!
!!
!!
!!
!!
!!
!!
!!
!!
!!
!!
!!
!!
!!
!!
Must offer VALUE/PRICE over Costa Rica and Belize (can later increase prices once it is
well-known)
MUST create the value add (why Honduras??); must differentiate itself!
Comfortable lodges, with high standard of management
Clean, comfortable cabins, relatively free of vermins
Hot water (abundant)
Well prepared, local food
Pool is advantageous
Simple elegance
Close to or in marvelous, virgin bird habitat/rainforest
Chan Chich in Belize is one of his favorites
Guide to Bird Finding in Honduras
Steve Howell is particularly interested in Honduras at the moment, and would probably go
down for an examination of possible tours
Culture is good if possible
Local guides are nice but often don’t know the birds as well as possible, but know the
landscape
Other attractions not necessary; sometimes their trips include other attractions, sometimes
not.
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"**$'0&D!b=9!!3"'#$,&33"!1"+E$,&'(!*3"'!!
3PIFHJGSSP!7LJPIGFPS!(PNQHIO!7GNQ!#LMIJ!PIQ!#LIKHNHIFH!!
%",-+0"8/!0$#$17$+!>l!_!1)'0"8/!0$#$17$+!>A/!>[email protected]!&'!,$3"/!6)'0-+"%!
!
#LIKHNHIFH!,ZHRHf.LFMO!
Honduran and Caribbean Birding – Caribbean Birding Conservation and Growth !
!
"cPNHIHOO!#LIKHNHIFH!)XnHFJGVHO!
An annual industry-wide event, with a focus on Caribbean birding, that provides tools and information
leading to new insight on Caribbean birding.
Provide forum for networking, educational sessions, research meetings and outreach to potential
regular Honduran bird guests, all focused on Caribbean bird issues.
#LIKHNHIFH!2GOGLI!
!!
!!
!!
!!
!!
!!
!!
Showcase Prolansate, Tela and Honduras’ resources
Building relationships with new North American bird and nature enthusiasts
A venue for new growth opportunity for North American and Caribbean guests
A place to learn – “Lancetilla University”
Open – all industry welcome
Meeting place for industry to network and hear Caribbean focused issues
The place to get Caribbean birding information and to learn how to grow and expand
your birding knowledge
!! The place to plug into the Honduran birding market, including more about the
Honduran Emerald
!! The place to get great new birding research and insight
!! Venue to learn about Caribbean birding conversation and growth issues
EHW!.LFMOHO!!
!
!! Promote Honduran/Lancetilla/Prolansate/IHT brand & value to guests and industry -- key
value is networking and learning about new programs, engaging in dialogue with other
researchers and birders in a new and non-competitive environment.
!! Continued growth of the conference to evolve into THE birding event in Honduras, and
eventually, all of Central America.
!
(LPSO!
!! 40 paid attendees (discount given to Central American attendees; 10 guests of IHT)
!! 55 attendees total, including spouses (more than 50 percent increase from 2002 bird count)
!! Representatives from at least 10 different North American organizations who have never been
to this event
!! Mentioned in five birding publications to increase Honduran birding awareness in North
America
!! Meet budgeted revenue goal of 10 percent (To be set by IHT after all costs are reviewed)
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!
)VHNPSS!1HOOP\H!
The Lancetilla birding count and event is the emerging event for Caribbean birding enthusiasts.
EHW!1HOOP\HO!4RHOOP\HO!JL!XH!H]YPIQHQ!cZHI!YNL\NPRRGI\!GO!FLRYSHJH5!!
!
!! Network with Central and North American Caribbean bird enthusiasts.
!! Study and learn in protected and untouched birding habitats.
!! Special focus on the Honduran Emerald. The emerald is the only bird species endemic to
Honduras and is Central America's rarest and most range-restricted bird. It occurs very locally
in the upper Rio Aguan valley and in the Agalta valley and is listed as Critically Endangered on
the IUCN Red List. It should be a primary draw for bird watchers who can only see this species
in Honduras.
!! One or two other key points, brainstormed by Prolansate, Lancetilla and IHT.
!
,ZH!3PIFHJGSSP!7GNQGI\!HVHIJ!YNLVGQHO!JZH!LYYLNJMIGJW!KLN!\MHOJO!JL!\HJ!GIVLSVHQ!
!! Guests have the opportunity to take a leadership role in how Lancetilla develops its birding
focus, the future of the conference and play a vital role in protecting birds of the Caribbean
!! Guests can attend meetings such as how to protect the Honduran Emerald and other Caribbean
birds, (add other conference topics here) and can interact in a setting conducive to find
solutions, and at the same time, explore potential partnerships.
!
,PN\HJ!"MQGHIFHO!
IHT will need to pay for a certain number of speakers and strategic guests, recommended at no more
than 10 people. The rest of the advertising should be targeted to get these groups to have their
members or clients come to the event. See Strategic Contact appendix for contact information for each
of these places.
!!
1.! Audubon Society’s Latin America and Caribbean Program (1 paid for by IHT/speaker)
2.! American Birding Association (1 paid for by IHT/speaker)
3.! American Bird Conservancy
4.! World Bank – Honduran Emerald speaker (1 paid for by IHT/speaker)
5.! Society for the Conservation Study of Caribbean Birds (1 paid for by IHT/speaker)
6.! Surfbirds & Birds.com
7.! Schools (1 or 2 researchers paid for by IHT/speaker)
!! Cornell University’s Lab of Ornithology
!! Henderson State
!! Northern California
!! Murray
!! Target 3 more to be identified by IHT/Prolansate
8.! Tour operators (1 or 2 operators paid for by IHT/speaker)
!! Wings Birding Tours
!! Victor Emmanuel Field Guides
!! Birdquest
!! Sunbird
!! Focus on Nature Tours (FONT)!
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3GOJO!JL!,PN\HJ!KNLR!
List all current Lancetilla and Prolansate guests that this can be marketed to and any new lists that
Prolansate or IHT can get. !
!
#LIKHNHIFH!+H\GOJNPJGLI!
+H\GOJNPJGLI!,WYH!! !
!
!
+H\GOJNPJGLI!+PJH!
4XPSSXPNa!YNGFHOw!NHVGHc!LJZHN!"7"!YNGFHO!KLN!FLIKHNHIFHOfHVHIJO5!!
Early (August -September)
Regular (October-November)
On-site (after Dec. 1)
Central American guests (all 3 days)
Central American guests (bird count only)
Spouse Fee for Two Dinners
$149
$225
$249
$100
$20 (includes lunch)
$50
*Friends of the Park: This could be a very good place to start taking applicants for the Friends of the
Park program. If they joined at the conference for $20, they would be eligible for “Friends of the Park”
pricing for the 2004 bird count event.
Registration and marketing material will indicate all items GIFSMQHQ!GI!NH\GOJNPJGLI!KHH: 3 breakfasts, 3
lunches, 2 dinners (including the first night with the Garifuna dinner), educational programming, bird
count event and transportation to and from San Pedro Sula airport.
+H\GOJNPJGLI!%FZHQMSHO!
!! Buy three, get a fourth --FREE
Associations, tour operators or colleges who register three attendees for the Lancetilla Botanical
Gardens Bird Count and Conference PJ!JZH!OPRH!JGRH, will get a fourth registration for free (don’t
let them add people later and still give them the discount).
!! 6LJ!*NLOYHFJ!0GOFLMIJ!
Allow IHT to offer specific number of special larger discounts to very hot prospects. Show
prospects what Tela really has to offer by getting them there. IHT should use this very selectively.
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%YLIOLNOZGY!
Consider paid sponsorships by magazines in 2005, when more guests are coming. For example, a
birding magazine may sponsor the pens at the events: IHT gets the donation, but the magazine gets the
promotion at the event.
)VHNVGHc!
The Marketing Plan includes efforts in these areas:
!!
!!
!!
!!
!!
!!
!!
!!
!!
Branding
Web
Advertising
Direct mail
Broadcast e-mail
Promotion at industry events
On-site material preparation
PR (to be handled by IHT or Prolansate interns)
(See enclosed Excel file for marketing plan timeline details.)
7NPIQGI\!!
Brand the event the Lancetilla Botanical Gardens Bird Count & Conference
Prolansate is the sponsor of the event.
IHT is helping with the promotion.
The event should be very simply branded and marketed. The ONLY names that should be associated
with the marketing of the event are the 1) event’s name 2) Prolansate as the events sponsor. If desired,
it could be noted that George Washington University also helped with the event planning and
promotion of the event. North-American name recognition will help.
The ONLY time another sponsor name should be added to the marketing material and brand of the
event is if a North American organization lends its name as an event partial sponsor, such as George
Washington University, Audubon Society, Harvard, etc. It must be a reputable organization recognized
by the North American community.
NO LOGOS should appear with this. Keep the marketing materials and branding simple and clean.
Less is more when starting a new brand. The more items that are added to the marketing material, the
harder it is for the attendee reading it to figure out what is really important.
A cute idea may be to have local school kids come up with drawings of birds or items to represent the
event. They could be displayed during the conference and either given away or raffled off to raise
money for the park.
Additionally, the messaging should always come back to the key points of the event.
;HXOGJH!
1.! Update http://www.letsgohonduras.com with information about the event. Keep it simple.
2.! Set-up a redirect so that if someone types in http://www.letsgohonduras.com/birds they will
go straight to the event information about the conference. Start marketing the url in all of the
event or Tela specific marketing material.
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Section of site will contain:
!! General Program Information and Promo Copy (no more than 1 page of text)
!! Registration page
"! PDF version to fax or mail in for 2003-2004 event (sample reg form included)
"! Online registration with automatic e-mail confirmation (for 2005 event)
!! Event schedule page
"! Event time, dates, location
"! Conference sessions by time, title and description about what they are about (1
paragraph each; no more). Include who the presenter(s) is for the session in addition to
location of the session.
"! Include special lunch or dinner events (dinner with the Garifuna on first night)
"! Add speaker bios to the web pages, as they agree to speak at the event
!!
Hotel information (Recommended hotels Caesar and Sherwood with contact
information)
!! Contact Us (Give only 1 set of contact information for the English speaking event office
and 1 set of contact information for anyone Spanish speaking)
!! Link to “More information about Tela”
2. Post banner ad on homepage of letsgoHonduras.com to link people right into site page.
3. Link event page to detailed conference program info. as top press release on
http://www.letsgohonduras.com
4. If possible, see if the strategic partners, such as the Society for the Conservation Study of
Caribbean Birds, will add a link to the event from their website.
"QVHNJGOGI\!
Submit ad copy and design ad for following publications:
1.! I*).*<G magazine – American Birding Association
A. "M\MOJf%HYJHRXHN!GOOMHO!>[email protected]!
Ad Deadline: ?
Drop date: ?
B.!)FJf'LVf0HF!>[email protected]!
Ad Deadline: ?
Drop date: ?
2.! Advertise the event in El Pitirre, contact: Jim Wiley, editor
Maryland Cooperative Fish and Wildlife Research Unit
University of Maryland Eastern Shore
Trigg Hall, Room 1120
Princess Anne MD 21853-1299
[email protected]
3.! ABA, Surfbirds, etc. event website
4.! Other
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!
xx"I!&6,!YHNOLI!IHHQO!JL!SLLa!GIJL!JZGO!!!
*NGIJHQ!1PJHNGPS!
1. Mail one-color brochure and personalized invitation letter about value of program and cut-off
deadlines to target population
2. Give printed pieces to staff to talk up conference while traveling or mail to other prospects.
7NLPQFPOJ!$jRPGS!!jj!*SPGI!JH]J!LN!6,13!QHOG\I!!
1.! Save-the-date E-mail to target audiences asking permission to send them more information
(sent from specific IHT staff person to build relationships)
2.! Email to same prospects who provided permission to follow-up more information with a web
link to http://www.letsgohonduras.com/birds. The email should be different text than the
letter sent to people.
3.! Email early-bird cut off to target lists w/ web link
4.! Promote registration deadline to all
5.! Promote speaker announcement to all (based on timing of key speaker confirmations, may need
2-3 of these)
6.! Last chance email to all
*ZLIH!.LSSLcj-Y!
1.! Call target populations and ask about why they would/wouldn’t attend and find out what it
would take to get them there. This should start before the mail pieces are dropped. That way it
can be said, “ We are sending you more information about the conference by mail. Can I
follow-up with you at a later date after you review the material?”
2.! Draft telephone “script” for IHT or Prolansate staff to call target audiences after the mail and
email pieces are sent (an “I notice you haven’t registered and we would really like your input at
our event” message).
*NLRLJGLI!PJ!LJZHN!*NLSPIOPJH!PIQ!&6,!IPJGLIPS!PIQ!GIJHNIPJGLIPS!HVHIJO!!
List events here
!
Promotional materials also are distributed at these events. Just brochure or a “Save the date” postcard.
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;LNQ!LK!1LMJZ!
!
!! IHT/Prolansate staff to place event information in e-mail signature as event nears. It becomes
part of their signature line of the email
!! Research appropriate partner associations and contact
)JZHN!,HSP!PIQ!+H\GLIPS!"NHPO!JL!*NLRLJH!PJ!JZH!#LIKHNHIFH!
!
!! Other area conferences
!! Research projects in the making
!! New park items
!! Other North Coast events
!! Other Caribbean events, if they will support Honduras
!! Have general nice and simple Honduras information there about Copan, Bay Islands, Garifuna,
etc.
** Promote through info. in reg. packets, pitches in promo. e-mails, on-site signage
)IjOGJH!1PJHNGPSO!
%G\IP\H!PIQ!7PIIHNO!
!
!! One banner (silkscreened or vinyl/tyvek banners –compare costs): Lancetilla Botanical Gardens
Bird Count & Conference – Sponsor -- Prolansate
!! “Registration” signs with name tags
!! General Directional signs with arrows and wooden stands
!! Signs for transportation at the park !
!! Prolansate signage, including: !!
"! One for a podium sign
"! One to post on a wall
#LIKHNHIFH!.LSQHNO!
!
!! Front Flap: “Sponsored by:” Prolansate Logo and words “Lancetilla Botanical Gardens Bird
Count and Conference 2003”
!! Back of Folders: “Conference Partners” & Partner Logos, including IHT, Prolansate and any
other “partners” - such as GWU, etc.
$VHIJ!6PIQLMJ/!XLMIQ!LN!OJPYSHQ/!JL!\L!GI!KLSQHN!!
!
!! Cover page with logo, date, location, partners
!! Event program
!! Speaker bios
!! Partner information: 1 sheet per partner
!! Notes pages: two blank pages at the end for notes
!! A handout of the attendee names, title, company lists, contact information -- front and
back/stapled!!!
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"QQGJGLIPS!&JHRO!GI!.LSQHNO!
!
!! Tela visitor guide and maps
!! An English Prolansate or Lancetilla publication related to the parks or birding$
!! IHT or Prolansate Pen
!! 1 or 2 other simple promotional things on other related Honduran or Central American events,
of IHT’s choosing. Keep the message simple. !
#LjYNLRLJGLIO!GI!LJZHN!&6,f*NLSPIOPJH!RPGSGI\O!
Insert the event material in other mailings going out audiences that may find this of interest
#NLOOjYNLRLJH!cGJZ!*PNJIHNO!
Research opportunities IHT/Prolansate has to cross-promote with partners, including groups in La
Ceiba and Bay Islands, not to mention internationally. Get MezoAmerican Travel and MC Tours to
assist with the promotion.
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"**$'0&D! b>9! ! "1$+&#"'! 7&+0&'(! "%%)#&",&)'g%! &',$+'",&)'"3! #)'.$+$'#$!
(-&0$3&'$%!47$%,!*+"#,&#$%5
"7"!+HKGIHO!,LMN!*NL\NPR/!%JPIQPNQO!KLN!iMPSGJW!
by Chuck Bell
Traveling in pursuit of birds is an important focus for many, perhaps most, ABA members, and for
years we have partnered with some of the best companies in the business to bring especially promising
tours to our members' attention. Recently, as part of an effort to update this program, we've done a
thorough analysis of the existing ABA Tours policies and procedures, with major input from the Board
of Directors (especially the members of the Conferences, Conventions and Tours Committee). We paid
careful attention to tour evaluations by ABA members and to the tour preferences expressed by ABA
members in the most recent ABA membership survey. Based on this analysis, we've clarified the nature
and objectives of the program, and we've developed better controls to help ensure that ABA
endorsement means the strongest possible guarantee of first-rate guides and organization, a well
designed itinerary, and some great birds and birding.
First, we decided to limit the program to the endorsement of selected tours run by commercial tour
companies — in other words, ABA does not run its own tours, nor do we handle all the details implied
in officially “sponsoring” a tour. Instead, we limit our role to reviewing a tour company's qualifications
and track record, examining tour itineraries and suggesting improvements where appropriate, and then
endorsing individual, specific tours. Following each endorsed tour, we seek and act upon evaluations by
ABA members of the tour and the tour operator, in an effort to improve future tours.
We strive to offer a range of ABA-endorsed tours that fit the interests and desires of ABA members
and helps them plan systematically to experience bird-rich habitats within North America and the
world. This will always be “a work in progress,” a goal rather than an end: there are just too many good
birding places around the world, and too much diversity of birding goals and styles among ABA's
members, for any fixed list of destinations to be definitive. But ABA is always eager to hear member
preferences for destinations, tour companies, and specific tours.
Another element that is considered in selecting tours for endorsement is how well they mesh with
ABA's larger objectives and goals. We want to ensure that all ABA-endorsed tours further habitat and
species conservation objectives, and in some cases, we endorse tours that involve participants directly in
bird conservation activities (see “Birding With A Larger Purpose” in the February 2001 8*<G*<G$3'). And
we want to be sure that endorsed tours do their part to support sustainable, ecologically sound
development of local economies.
'Hc!%JPIQPNQO!KLN!$IQLNOHRHIJ
Most important for the newly redefined tour program is the assurance that each ABA-endorsed tour
meets certain standards of quality. Over the past year, ABA has developed a set of standards that we
send to all tour companies that are operating ABA-endorsed tours, or that may wish to do so in the
future. These standards (the list runs to four pages in length) begin by spelling out what an ABAendorsed tour should be: “first and foremost a birding tour . . . to see and appreciate an area's bird
species, including finding birds that are truly memorable, localized or hard to locate.” They also state
that these tours will emphasize improving participants' birding skills and advancing the cause of bird
conservation.
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For the companies operating an ABA-endorsed tour, the standards require a demonstrated track record
of running quality birding tours, financial stability, accurate advertising, and a responsive office staff.
For tour guides, the standards call for exceptional ability to find and identify birds, including by
vocalization. Guides should make a sincere effort to help every person in a group get a good look at a
bird; they be able to call out field marks on flying birds and help participants improve their field birding
skills and overall knowledge of birds. A guide “must put the interests of birds first, those of the
participants second, and those of himself/herself last.” The standards also stipulate that a guide needs
to enforce birding etiquette throughout a trip and help participants minimize their impact as they bird
in sensitive natural areas.
To follow up on how well each ABA-endorsed tour meets these standards, ABA relies on the
evaluations it receives from its members after each tour. The tour evaluation form was revised to reflect
these standards, and each response is carefully considered and discussed as necessary with the tour
company operator.
For ABA members, the tour endorsement program will offer an assurance that a tour meets certain
standards. For commercial tour companies, an ABA tour endorsement can offer an important cachet of
approval, plus the benefits of ABA marketing to its membership through its publications. And for
ABA, the tour endorsement program provides a helpful service to its members; moreover, in exchange
for an endorsement, the tour company pays ABA a commission, which supports our education and
conservation programs.
Birds and conditions are unpredictable, and no birding tour can ever be absolutely perfect for every
member of a group. But we believe that a tour program that seeks out the highest quality tours can be a
valuable service to ABA's sophisticated birders. With the recent changes to the ABA tour program —
and with help of ABA members who travel on ABA-endorsed tours — we're making major strides
toward reaching this goal.
Chuck Bell, who formerly operated his own tour company, Bellbird Safaris, is ABA's Tours
Coordinator. For a copy of the complete “Standards for ABA-Endorsed Tours,” members may e-mail
Chuck at [email protected]
May 2002 8*<G*<G$3' magazine
Source: http://www.americanbirding.org/convtours/restoursstd.htm
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"**$'0&[email protected]!!)-,3&'$!).!+$(&%,+",&)'!.)+1!
4,ZGO!KLNR!OZLMSQ!XH!NHKLNRPJJHQ!JL!KGJ!LI!LIH!YP\H<5!
!
$2$',!'"1$!;&,6!$2$',!0",$%!6$+$!!
!
#)'.$+$'#$!+$(&%,+",&)'!
+H\GOJNPJGLI!KHHO!GIFSMQH9 3 breakfasts, 3 lunches, 2 dinners (including the first night with the
Garifuna dinner), educational programming, bird count event and transportation to and from San
Pedro Sula airport.
+$(&%,+",&)'!,8*$!!!!!!!!*3"#$!#)%,!6$+$
Early Bird (Aug-Sept)
Regular Fee (Oct-Nov)
Onsite (after Dec. 1)
I(/$Fe$G#'$'"#$['"$S&)$JK44f$
Complimentary 4th Registration
Spouse Fee
________
________
________
________
________
Total
________
$2$',!#"'#$33",&)'!*)3&#8!
Cancellations received in writing by Dec. 1, 2003 are
refundable, minus a $50 processing fee. After Dec. 1, 2003,
cancellations are subject to the entire seminar fee. Please
note that if you don’t cancel by Dec. 1, 2003 and don’t
attend the Lancetilla event, you are still responsible for
payment. Substitutions are permitted at any time.
>!$"%8!;"8%!,)!+$(&%,$+!
.P]!
If paying by credit card, fax this form to (insert number
here)
*"81$',!&'.)+1",&)'!4#&+#3$!)'$<5!
Visa Master Card Amex Discover
Check [Payable to Prolansate]
_______________________________________
Card # Expiration Date
_______________________________________
Cardholder Name
_______________________________________
Signature
;$",6$+!*)3&#8!
Any paid attendee unable to travel to a Prolansate
conference due to inclement weather may choose
one of the following options:
!! Receive a credit of the full registration fee
paid for the conference to be applied
toward registration for another
Prolansate conference;
!! Receive a 50% refund of the registration
fee paid and a copy of all materials
provided at the conference.
i-$%,&)'%!
Call (Insert number or e-mail, insert
IHT or prolansate email here.)!
1PGS
If paying by check, mail this form with
payment to: Lancetilla Botanical Gardens Bird
Count & Conference (Address here)
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Contact Information
19#2+#$=)*<'e$'/=#$&)$2''26"$2$A(+*<#++$62).$
_______________________________________________________________
First Name Last Name
_______________________________________________________________
Name, as you would like it to appear on your name tag
_______________________________________________________________
Title
_______________________________________________________________
Guest/Spouse (If attending)
_______________________________________________________________
Company
_______________________________________________________________
Address
_______________________________________________________________
City State Zip Code
_______________________________________________________________
Telephone Fax
_______________________________________________________________
E-mail
Accommodations Information
3PIFHJGSSP!7LJPIGFPS!(PNQHIO, Conference Headquarters
Insert address and contact info here!
6LJHS!%ZHNcLLQ!
Insert address and contact info here
HOTEL CAESAR
Insert address and contact info here
$VHIJ!(NLMY!+PJHO9!
E99$)&&,+$2)#$+*<G9#V.&(A9#$&66(=2<6/$
_ Standard Room: insert conference price here $
W19#2+#$<&'#$"&'#9P+$.#=&+*'V62<6#992'*&<$=&9*6*#+$N"#<$,2O*<G$)#+#)72'*&<+L$
.3&(6,!&'.)+1",&)'!
Prolansate will arrange to have you picked up from the San Pedro Sula airport and brought to Tela and
returned after the conference.
Airline
Arrival Date/Time
Flying in From
Departure Date/Time
Flying To
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"**$'0&D!bb9!!%"1*3$!2)3-',$$+!.)+1!
!
*HNOLIPS!&IKLNRPJGLI9!
First Name:
Middle Name Initial:
Last Name:
Address:
City:
State:
Zip code:
Country:
Email Address:
Phone Number:
Date of Birth:
Country of Citizenship:
Passport Number:
Country of Passport Issue:
$RHN\HIFW!#LIJPFJ!&IKLNRPJGLI9!
First Name:
Middle Name Initial:
Last Name:
Address:
City:
State:
Zip code:
Country:
Email Address:
Phone Number:
Relationship:
$QMFPJGLIf;LNa!$]YHNGHIFH9!
Highest degree completed:
Name of school:
If working, where and what position:
Native language:
Foreign language, fluency/proficiency:
List qualifications and special interests:
What is your experience with local communities?:
*NLnHFJ!&IKLNRPJGLI9!
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(List volunteer projects)
Name, description, date, location, requirements, and responsibilities assigned.
Do you want us to arrange your travel?
If yes, place and date of departure.
If you are not able to work on a specific project in the scheduled date, please let us know when you can
work on it.
If you are not interested in any of the projects above but want to volunteer in Honduras, please send as
a proposal for your individual project and your time availability.
+HKHNHIFHO9!
Please, provide two references of your previous experience as a volunteer.
First Name:
Last Name:
Company:
Title:
Address:
City:
State:
Zip code:
Country:
Email Address:
Phone Number:
First Name:
Last Name:
Company:
Title:
Address:
City:
State:
Zip code:
Country:
Email Address:
Phone Number:
)JZHN9!
How would you like to spend your free time?
Do you suffer from any illnesses, handicaps, allergies, mental problems, depression or as the result of a
serious accident?
Do you have current health insurance? Would it cover you during your volunteer journey?
How did you hear about us?
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"**$'0&D!bB9!!("+&.-'"[email protected]!0$!1"8)!#+".,%!"'0!;))0;)+E&'(!#$',$+!
7-%&'$%%!*3"'!
7-%&'$%%!*3"'!
("+&.-'"[email protected]!0$!1"8)!#+".,%!m!;))0;)+E&'(!#$',$+!
Proposer:
Name &
Address
Garifuna 3 de Mayo Crafts & Woodworking Center
Ceferino Morales
Triunfo de La Cruz
Advisor:
Name &
Address
GW Team:
Name &
Address
Phone: 072 227 711
Phone:
Phone:
Jason Chambers, Tela Team
Phone: (202) 741 2186
Email: [email protected]
$D$#-,&2$!%-11"+8!
The Garifuna 3 de Mayo Crafts and Woodworking Center will serve as a showcase for Garifuna
craftsmanship and storefront for the products they make.
The center will have wood-worked drums, canoes, and jewellery for purchase. It will also house workshops,
allowing craftsmen to demonstrate their skills, while producing their work for sale. Community individuals
will be able to exhibit their artwork in the shop and gallery.
The craft center will also have basic information about the local Garifuna communities.
7-%&'$%%!)7o$#,&2$%!
)XnHFJGVHO!
,POaO!JL!XH!*HNKLNRHQ!
+HOYLIOGXGSGJW!
1. To increase the awareness of
Garifuna craftsmanship and
sales of their crafts within the
Garifuna community
1.1 Construct or modify an existing building where all
crafts can be housed and sold.
1.2 Designate a member of the board to be the
marketing individual.
1.3 Create an inventory of all the items that could be
sold at the center.
President of 3 de
Mayo & Board
Members
2. To increase the number of
full-time employed craftsman in
the community versus part-time
employed craftsmen
2.1 Build enough workshops in the craft center to
house more craftsmen to produce work.
2.2 Hire staff to maintain the craft center (e.g.,
informational staff, sales, marketing, cleaning).
President of 3 de
Mayo & Board
Members
3. To increase the number of
visitors to the craft center
through marketing efforts
3.1 Promote via web-site, letsgohonduras.com
3.2 Promote through tour operators
3.3 Promote in partnership with IHT
President of 3 de
Mayo & Board
Members & IHT
1&%%&)'
The Garifuna 3 de Mayo Crafts Center seeks to unite the craftsmen in the area to sell their art and woodcarved products. A Garifuna 3 de Mayo Crafts Center should be established to provide a place for persons
without woodshops to practice their trade. The center would provide employment and a livelihood to many
craftsmen who are currently unemployed. The center will also provide basic visitor information about the
Garifuna communities they are in.
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E$8%!,)!%-##$%%!
#!
#!
#!
The craft and woodworking center should be located in a centrally located and highly trafficked
location on the main road entering the village. Ceferino’s wood shop is a prime location. The
existing building could be modified to accommodate a display gallery, sales area, more craftsmen
and bathrooms for visitors.
Organized sales and display effort within the community to provide a unique experience of both
learning and purchasing to visitors.
Marketing the shop through partnerships to get Tela guests and North Coast visitors to make the
shop a destination.
'$D,!%,$*%!"'0!,&1$,"73$!
#!
#!
#!
#!
#!
Finalize business plan, gain approval from 3 de Mayo.
Establish funding source for start-up costs.
Provide municipality with budget.
Provide local communities with information (e.g., flyers, brochures) on the future plan for the craft
center.
Work with municipality on cross-marketing the center with the visitors center in Tela.
!
!
214
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Report
Instituto Hondureno
De Turismo
GW MBA Consulting Practicum Final Report
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1.1
Construct a building where all crafts can be housed and
sold.
X
1.2
Designate a member of the board to be the marketing
individual.
X
1.3
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2.1
Build enough workshops in the craft center to house
craftsmen to produce work.
X
X
2.2
Hire staff to maintain the craft center (e.g., staff, cleaning).
X
2.3
Hire additional staff for the gallery and exhibition area.
X
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X
X
X
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X
X
X
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JZNLM\Z!RPNaHJGI\!HKKLNJO!
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X
X
X
X
X
X
X
X
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Promote via web-site.
X
X
X
X
X
X
X
X
X
3.2
Promote through tour operators and disseminate brochures
to local travel agents.
X
X
X
X
X
X
X
X
X
3.3
Promote in partnership with IHT.
X
X
X
X
X
X
X
X
X
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X
4.1
Contact municipality to see
X
4.2
Work with local community to start planning.
X
4.3
Work with Prolancete director to seek information to be
included in this center.
X
X
X
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"**$'0&D!bd9!!T0"'#&'(!;&,6!,6$!("+&.-'"U!7-%&'$%%!*3"'!
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Proposer:
Name &
Address
Margarito Colon
Gerente Micro-Empress Turistics
Ceferino Morales
Presidente, 3 de Mayo, Triunfo de La Cruz
Advisor:
Name &
Address
GW Team:
Name &
Address
Phone: 072 227 711
989-5622
Phone:
Phone:
Jason Chambers, Tela Team
Phone: (202) 741 2186
Email: [email protected]
$D$#-,&2$!%-11"+8!
Develop cultural promotion of traditional Garifuna dance, to meet the needs of and attract SAVE tourists
who seek to expand cultural knowledge and experience cultural activities. This program will serve as an
empowerment program aiding Garifuna communities in providing the SAVE market the cultural exchange,
as well as, partnerships with Tela’s tour operators, travel agents, Tela Chamber of Tourism, PROLANSATE
Organization, IHT, and other influential organizations.
3 de Mayo should establish concrete working agreements with the suppliers of the tourism packages, tour
operators, dance troops, and other key stakeholders. It is necessary to establish set prices with these small
businesses so as to keep the working relationships clear of misunderstandings. The overall price of the
tickets should cover the costs associated with providing these services.
3 de Mayo should provide a transportation van, informational materials, dance program development,
schedule development, and dance venue identification (including a rain contingency venue). 3 de Mayo will
hire guides from the community as well as local dance troops. 3 de Mayo will strive to have multi-lingual
guides and print all promotional and educational material in Spanish and English.
3 de Mayo will collaborate with the Tela Municipality, the Tela Visitor Center, and other tour operators.
They will communicate with and utilize the marketing opportunities that are provided by these communitybased tourism promotion entities.
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1. Develop cultural promotion
of traditional Garifuna dance,
to meet the needs of and attract
SAVE tourists who seek to
expand cultural knowledge and
experience cultural activities
1.1 Identify performers and dance troops to develop
routines to interact with and tell historical cultural
stories of the Garifuna.
1.2 Designate a member of the board to be the
marketing individual.
1.3 Participate and exhibit dance troops at craft
conferences/fairs.
President of 3 de
Mayo & Board
Members
216
Instituto Hondureno De Turismo
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2. Establish contracts and work
parameters suppliers of the
tourism packages, tour
operators, dance troops, and
other key stakeholders.
2.1 Establish concrete working agreements with the
suppliers of the tourism packages, tour operators,
dance troops, and other key stakeholders.
2.2 Establish set prices with these small businesses so
as to keep the working relationships clear of
misunderstandings.
President of 3 de
Mayo & Board
Members
3. Provide development
support, staffing, bilingual
services.
3.1 Provide a transportation van, informational
materials, dance program development, schedule
development, and dance venue identification
(including a rain contingency venue).
3.2 Hire guides from the community as well as local
dance troops.
3.3 Provide multi-lingual guides and print all
promotional and educational material in Spanish and
English.
President of 3 de
Mayo & Board
Members & IHT
4. Collaborate with the Tela
Municipality, the Tela Visitor
Center, and other tour
operators to increase the
number of visitors to the
Garifuna Dance performances
through Marketing efforts
4.1 Promote via web-site, letsgohonduras.com
4.2 Promote through tour operators
4.3 Promote in partnership with IHT
1&%%&)'
The Garifuna 3 de Mayo “Dancing with the Garifuna” seeks to promote cultural history and traditional
dance through demonstration and involvement. A Garifuna Dance Troop established to provide regular
performances as an attraction and activity for the village visits.
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Communicate and utilize marketing opportunities that are provided by these community-based
tourism promotion entities.
Positive experience for the tourists, who have a value-added experience
Marketing the shop through partnerships to get Tela guests and North Coast visitors to make the
shop a destination.
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#!
#!
#!
#!
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Finalize business plan, gain approval from 3 de Mayo.
Establish funding source for start-up costs.
Provide municipality with budget.
Provide local communities with information (e.g., flyers, brochures) on the future plan for the
“Dancing with the Garifuna”.
Work with municipality on cross-marketing the center with the visitors center in Tela.
!
217
Instituto Hondureño De Turismo
GW MBA Consulting
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Instituto Hondureno
De Turismo
GW MBA Consulting Practicum Final Report
7-%&'$%%!*3"'!,&1&'(!
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X
X
X
1.1
Identify performers and dance troops to develop
routines to interact with and tell historical cultural
stories of the Garifuna.
X
X
X
1.2
Designate a member of the board to be the marketing
individual.
X
1.3
Participate and exhibit dance troops at craft
conferences/fairs.
X
X
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X
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2.1
Establish concrete working agreements with the
suppliers of the tourism packages, tour operators,
dance troops, and other key stakeholders.
X
X
2.2
Establish set prices with these small businesses so as
to keep the working relationships clear of
misunderstandings.
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218
Instituto Hondureño De Turismo
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Hondureno
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GW MBA Consulting Practicum Final Report
3.1
Provide a transportation van, informational materials,
dance program development, schedule development,
and dance venue identification (including a rain
contingency venue).
X
3.2
Hire guides from the community as well as local dance
troops.
X
3.3
Provide multi-lingual guides and print all promotional
and educational material in Spanish and English.
X
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4.1
Promote via web-site.
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4.2
Promote through tour operators and disseminate
brochures to local travel agents.
4.3
Promote in partnership with IHT.
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
219
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Proposer: Name &
Address
Tornabe Civil Society
BCEG Advisor: Name
& Address
GW TEAM: NAME &
ADDRESS
Phone:
Email:
Phone:
Phone:
GWU Consultants-Tela Team
Thanaporn Manasrangsi
3458 Washington Dr., Falls Church, VA 22041
Phone: 703-845-0342
Email: [email protected]
0$%#+&*,&)'!).!+$#)11$'0$0!"#,&)'!
Develop cultural immersion programs, starting with Garifuna Living Culture Program, to meet the need of
education tourists who seek to expand cultural knowledge, learn/improve Spanish, and experience adventure travel
while on vacation. This program can range from one to two weeks.
This program will serve as an empowerment program aiding Garifuna communities in providing the education
tourists the cultural exchange, language learning, community service projects, and adventure travel in partnership
with Tela’s tour operators, travel agents, Tela Chamber of Tourism, PROLANSATE Organization, IHT, and other
influential organizations.
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1. Empower Garifuna
communities to provide
education tourists a
cultural immersion
program
1.1! Accessing representatives of Garifuna
communities
IHT, 3 de Mayo and other
Garifuna communities
1.2! Setting up a meeting to identify roles and
responsibilities of Garifuna communities
IHT, 3 de Mayo and other
Garifuna communities
1.3! Completing preliminary business plan for Garifuna
Cultural Immersion Program
All parties involved
1.4! Providing support, funding, guidance, information,
assistance, and business and tourism training to
Garifuna communities
All parties involved
2.1! Completing the “Specific Needs of Client” form
from A Manual for Entrepreneurs and Small
Business Operators
All parties involved
2.2! Providing accommodation at Colon Cabins at
Triunfo de La Cruz
Garifuna communities
2.3! Providing outdoor adventure trips
Garifuna communities
Garifuna Tour
2.4! Offering choices of meaningful community
projects for the tourists to work with Garifunas
All parties involved
2.5! Create brochure for the program
Garifuna communities
2. Offer a cultural
immersion program that
addresses the needs of
education tourists
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;)+E!)-,*-,%!78!)7o$#,&2$!
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Obj. 1: Garifuna communities are able to
start cultural immersion program
Clear role and responsibility of Garifuna communities is
established
!! Preliminary business plan for Garifuna Cultural
Immersion Program is completed
!! Garifuna communities are connected with
national/international influential organization to get
supports, funding, guidance, information, assistances and
business training and tourism training
Obj. 2: Garifuna Cultural Immersion
Program is ready to be launched
!!
!!
GARIFUNAS ACT AS HOSTS FOR EDUCATION TOURISTS
WHO STAY AT COLON CABINS AT TRIUNFO DE LA CRUZ
!!
At least 3 itineraries of one-day educational trips to Punta
Sal, Punta Izopo, and Lancetilla Botanical Garden are
established
!! Choices of meaningful community projects are offered
!! Brochure for Garifuna Cultural Immersion Program is
available and distributed to tourists
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1 Project Coordinator
A person from IHT to access Garifuna communities, to
start out meetings, and to connect Garifuna communities
with funding, training, and technical providers
IHT SALARY
1 Project Manager
A representative of Garifuna communities in Tela to
administer Garifuna Cultural Immersion Program
Staff salary funded by IHT
and local stakeholders
2 Volunteers
Two volunteers with business background to oversee
logistics
Travel cost & accommodation
Garifuna Tour
OFFER ONE-DAY EDUCATIONAL TRIPS
Brochure
Marketing material to give educational tourists the
necessary details of the program
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STRATEGIC ALLIANCES
IHT
PROLANSATE Organization
Tela Chamber of Tourism
Garifuna Tour
Institutional arrangements
Other
221
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Hondureno
DeReport
Turismo
GW MBA Consulting Practicum Final Report
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1.1
Accessing representatives of Garifuna communities
1.2
Setting up a meeting to identify roles and responsibilities of
Garifuna communities
X
1.3
Completing preliminary business plan for Garifuna Cultural
Immersion Program
X
1.4
Completing the “Specific Needs of Client” form from A
Manual for Entrepreneurs and Small Business Operators
X
1.5
Providing support, funding, guidance, information,
assistance, and business and tourism training to Garifuna
communities
(Continue until December, 2004)
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Providing accommodation at Colon Cabins at Triunfo de La
Cruz
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Providing outdoor adventure trips
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Offering choices of meaningful community projects for the
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X
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2.5
Create brochure for Garifuna Cultural Immersion program
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222
Instituto Hondureno De Turismo
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Different Garifuna communities such as Rio Tinto, Miami, Tornabe, San Juan, La Ensenada and
Triunfo de la Cruz all along the Bay of Tela make Tela a prime destination to experience the interesting
and unique Garifuna culture. Education tourists who seek to expand their cultural knowledge while on
vacation in Tela will require experiential learning and cultural immersion programs. To meet the need
of education tourists, it is recommended that Garifuna communities develop cultural immersion
programs starting with Garifuna Living Culture Program. Tourists can learn how the Garifuna dance,
cook, fish, hike, kayak, and many other activities. The SAVE tourists can teach English language
courses. SAVE volunteer tourists can perform service projects.
Garifuna Living Culture Program will offer education tourists the opportunity to immerse themselves
in Garifuna culture and to develop traditional craft and artisan skills. The program also allows Garifuna
community members to work with education tourists on meaningful projects to create a positive impact
on Garifuna communities. Garifuna Living Culture Program enables education tourists and Garifuna
communities to expand their experience and vision of the world as they share in community activities
and gain a deeper understanding of each other’s lives, traditions, arts, and customs. Education tourists
will live, learn, work, and play alongside Garifuna friends. The outdoor day-trips to Punta Sal in the
Jeanette Kawas National Park and a hike at Lancetilla Botanical Gardens are also included.
This program will serve as an empowerment program aiding Garifuna communities in providing
education tourists the cultural exchange and experiences with Garifuna dance, cooking, fishing, hiking,
kayaking, and many other activities in partnership with Tela’s tour operators, travel agents, Tela
Chamber of Tourism, PROLANSATE Organization, IHT, and other influential organizations.
It is recommended that IHT play an important role in getting the program started by connecting
Garifuna communities with national and international organizations that will provide support, guidance,
information, assistance, and business training and tourism training to the Garifuna communities. IHT
can also facilitate the maintenance of relationships between Garifuna communities and significant
organizations. A good benchmark of developing Garifuna Living Culture Program in Tela is Global
Work’s cultural immersion programs. IHT can learn more about Global Work’s cultural immersion
concept by visiting www.globalworksinc.com.
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Implement tourism destination management & marketing training program.
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Proposer:
Contact
IHT
Phone:
Email:
GW Team:
Contact
GWU Consulting Team
Kristin Lamoureux
Phone:
Email: [email protected]
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A recommended plan of action for IHT to access the U.S. SAVE market is to implement a tourism
destination management and marketing training program. As a result of the onsite assessments in the Bay
Islands, La Ceiba, and Tela, the GWU consulting team found the need for local businesses to understand
and apply the basic concepts of destination management and marketing. While IHT provides valuable
assistance to local destinations in marketing the North Coast as well as implementing services such as the
tourism police and IHT regional offices, it is also necessary to help local businesses and destinations become
self sufficient in their management and marketing practices.
The following training program plan will detail needed skills for effective destination management and
marketing. To give IHT an idea of current training programs and costs, the GWU Destination Management
& Marketing and Event Management certificate programs will be used as an example of training programs.
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1. Provide training program to
aid local businesses and
destinations to become selfsufficient in managing and
marketing their
business/destination.
1.1! Evaluate training programs.
1.2! Select appropriate training program to meet the
needs for developing skills in destination
management and marketing.
Implement program.
IHT
2. Improve business skills that
will enable better destination
management and marketing.
2.1! Identify key stakeholders in the local community
whose improved skills will have greatest impact
on promoting tourism.
2.2! Identify key stakeholders in the local community
whose improved skills will have greatest impact
in satisfying tourists with better destination
management.
2.3! Enroll key stakeholders in training program.
Local businesses,
NGO’s and
government.
1&%%&)'
It is the mission of IHT is to provide local destinations and businesses training so that they may become
self-sufficient in the management and marketing of local destinations and businesses. The training program
will develop business skills that will help local stakeholders to manage their businesses and resources so that
a quality tourism product is offered to visitors. By providing a quality tourism product, local destinations can
satisfy visitors who may become repeat visitors or spread positive word of mouth to potential visitors.
224
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and destinations to become self-sufficient in
managing and marketing their
business/destination.!
1.1
Evaluate training programs.
1.2
Select appropriate training program to meet the
needs for developing skills in destination
management and marketing.
1.3
Implement program.
>!
Improve business skills that will enable better
destination management and marketing.!
2.1
Identify key stakeholders in the local community
whose improved skills will have greatest impact
on promoting tourism.
X
X
2.2
Identify key stakeholders in the local community
whose improved skills will have greatest impact in
satisfying tourists with better destination
management.
X
X
2.3
Enroll key stakeholders in training program.
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225
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!
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0$%,&'",&)'!1"'"($1$',!"'0!1"+E$,&'(!#$+,&.&#",$!*+)(+"1!
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!! Tourism Assessment and Development
!! Environmental Management for Destinations
!! Tourism Marketing
Elective Courses (3 required)
!! Applied Tourism Research
!! Electronic Marketing and Internet Applications
!! Ecotourism Management
!! Ecolodge Development
!! Coastal & Marine Ecotourism
!! Safety & Security for Tourism Destinations
!! Sport Tourism Development
!! Customer Service for Tourism Organizations
!! Cultural Heritage Tourism
!! Tourist Guide Techniques
!! Tourism Investment Promotion
!
$2$',!1"'"($1$',!#$+,&.&#",$!*+)(+"1!
Core Courses:
!! Best Practices in Event Management
!! Event Coordination
!! Event Marketing
!! Risk Management: Financial, Legal, & Ethical Safeguards
Elective Courses (3 required)
!! Catering Design & Coordination
!! Corporate Event Management
!! Electronic Marketing & Internet Applications
!! Event Fundraising
!! Event Management Professional Portfolio/Practicum
!! Event Sponsorship
!! Exposition/Trade Show Planning, Management, and Marketing
!! Government, Civic, and Political Events
!! Introduction to Event Management Systems
!! Meetings and Conferences
!! Protocol for Event Managers
!! Sport Event Management & Marketing
!! Starting, Growing, and Managing an Event Management Business
!! Study Tour
$%,&1",$0!,),"3!
*+)o$#,$0!#)%,!
US$550
US$550
US$550
US$550 X 3 = 1,650
US$550
US$550
US$550
US$550
US$550 X 3 + 1,650
US$ 7,150
per student
!
226